This document discusses communication and collaboration in product-led organizations. It covers topics like internal collaboration, collaboration challenges, collaboration tools, and collaboration overload. It also discusses the human factors of product-led organizations like empowering teams, keeping people interested and informed, and addressing issues like the great resignation and quiet quitting. The overall document provides insights into improving collaboration and communication in product-led companies.
Report
Share
Report
Share
1 of 71
Download to read offline
More Related Content
Similar to Collaboration and The Human Factor - Reut 2022.pdf
Jimmy summit 2021 part 1 presentation v1Inbalraanan
The document discusses how the COVID-19 pandemic accelerated digital transformation trends and forced organizations to rapidly implement new technologies. It notes that digital strategies are no longer as important as quickly embedding digital solutions to facilitate value. Going forward, organizations will need a more adaptive structure and multifaceted employees who can learn new skills. The role of IT leaders will shift from developing strategies to accelerating the implementation of solutions.
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Digital transformations have forced organizations to adopt an adaptive approach. Adaptive organizational structures, real-time data management, and applications have evolved from more static past approaches. The document discusses the need for composable organizational applications that can quickly adapt compared to older static applications. It proposes adopting an adaptive IT approach using personalized business capabilities and a center office model to deliver business outcomes and value with the customer at the heart.
The document appears to be a presentation from STKI IT Knowledge Integrators, a company. It discusses topics related to adapting organizations for the future, including the need for adaptive organizational structures, applications, and data management in a post-COVID world. There is a focus on the importance of continuous learning and implementing new technologies and trends to remain competitive. Key aspects of the new world of work like remote and flexible work are also examined.
This document discusses platform teams and platform engineering. It introduces platform products as products that can be easily used by other teams to focus on business problems while maintaining standards. Platform engineering is defined as designing and building toolchains and workflows that enable self-service capabilities for other teams. Platform products have functionality above the surface that developers see, and infrastructure components below the surface. Integration platforms, SRE, SASE, storage and backup tools, and micro frontends are discussed as examples of platform products.
The Journey to a data driven organizationEinat Shimoni
The document discusses the journey towards becoming a data-driven organization. It identifies different levels of relying on data from using data selectively to using data to justify opinions. Data culture maturity also varies across industries, with some industries being more data-driven "disruptors". Data-driven organizations are characterized as managing data as an asset, making data accessible and trusted, using data frequently in meetings, and prioritizing data skills when hiring. Implementing a data strategy can lead to benefits like higher growth, profits, productivity, time to market, and customer acquisition. The challenges of becoming fully data-driven are also examined.
STKI Israeli it market study 2021 revised V2 2 2 slides per page Dr. Jimmy Schwarzkopf
The document discusses the findings of an Israeli IT market study conducted by STKI in 2021. It notes that COVID-19 accelerated changes in how IT services are delivered to satisfy new delivery scenarios. The study analyzed trends like the remote-first, data, and passion economies that emerged from the pandemic. The key finding is that the most enduring impact of COVID-19 will be as an "implementation accelerant", forcing faster implementations of technologies to deliver value immediately. The document provides background on STKI and outlines the methodology used in the 2021 market study.
This document provides an overview of the 2022 STKI IT Knowledge Integrators summit. It discusses how global events have impacted the previously optimistic outlook for IT budgets in 2022, noting issues like rising inflation, economic recession, war in Ukraine, and layoffs in the tech sector. However, it predicts that Israeli IT budgets will still rise 12-13% in 2022. It also covers STKI's services, research methodology, vendor positioning approach, and includes data about Israel's population, mobile/internet usage, and 5G penetration.
The document discusses content from STKI, an IT knowledge integration company, including information about their new website and content examples. It covers topics like digital disruption, the four industrial revolutions, predictions for 2023 in Israel, and how every company will need to become a software company. Across multiple pages, it provides definitions, predictions, recommendations, and perspectives on challenges and opportunities brought about by digital transformation and the fourth industrial revolution.
The document is a slide deck from STKI, an Israeli market research and strategic analyst firm, discussing the impact of global events on IT budgets in Israel in 2022-2024. It notes that while IT budget increases were forecasted to be large in 2022, events like the war in Ukraine, inflation, interest rate hikes, and political instability have changed the outlook. IT budgets in Israel are still expected to rise 12-13% in 2022 but forecasts beyond that are difficult given uncertainties. Digital transformation alone is no longer sufficient - companies must undergo smart business transformations to deliver personalized, data-driven experiences to customers.
The document provides information about STKI IT Knowledge Integrators, a market research and strategic analyst firm in Israel. It includes pages describing STKI's services, methodology, research focus areas, and client base. STKI conducts original research through face-to-face interviews and surveys of both technology users and vendors to establish an equilibrium model of the Israeli IT market. The document contains sample slides of the type of data and positioning analyses STKI provides to clients.
Pini Cohen, CTO of STKI, presented on adaptive architecture and the evolving role of CTOs and architects. The presentation covered topics like microservices, API management, integration patterns, event-driven architecture, and low-code development. It discussed how technologies are changing rapidly, requiring CTOs to focus on adaptability and composable applications to meet business needs.
STKI researches and publishes once a year a complete Market Study about the Israeli Information Technology Scene. This is a version 2 that includes changes that were found after companies presented (again) their 2018 results and STKI analysts accepted the changes.
The document discusses three practical questions for CMOs in 2016 regarding digital marketing measurement and platforms. The questions are: 1) How to change measurement methods to focus on relationships rather than individual touchpoints. 2) How to connect online and offline customer behavior and data while maintaining privacy. 3) How to start building or buying a marketing platform to integrate data and applications. The document provides examples and considerations for CMOs in addressing these strategic questions around measurement, data, and platform.
The document discusses major trends impacting organizational and IT employee initiatives in 2019 and beyond. Key themes covered include the changing role of HR, skills revolutions and reskilling/upskilling employees, new organizational structures blending human and robotic workforces, and the transition to data-centric organizations. New workplace models are emerging around remote working, communities, and digital/physical workspace designs. Technologies like automation, AI, and cloud computing are empowering employees and changing how work gets done.
STKI annual Israeli IT market study 2021 (revised ) 2 pages versionDr. Jimmy Schwarzkopf
The document summarizes the findings of an Israeli IT market study conducted in 2021 by STKI analysts. It discusses how Covid-19 accelerated changes in how IT services are delivered to satisfy new delivery scenarios. The post-Covid economy is characterized as remote-first, data-driven, distributed, and focused on passion and implementation. The study measures the Israeli IT market after Covid-19 using interviews with both technology users and vendors to estimate revenues. It describes STKI's methodology, categories of products and services analyzed, vendors surveyed, and how vendor revenues are attributed. Tables and charts are included to illustrate Israeli positioning of products based on their presence and support in Israel.
This document discusses reimagining the future through innovation and transformation. It covers topics like exponential growth, science fiction becoming science fact with examples of the internet and search engines. It discusses how organizational "terroir" affects change and the need to adapt proactively through initiatives like building a data model, implementing analytic tools, and automating jobs. The document outlines the stages of digital transformation companies have gone through and need to continue, moving from automated to autonomous and data-centric systems. It discusses how paying off technical and process debts is needed for companies to adapt to new technologies like artificial intelligence and autonomous vehicles that are revolutionizing various industries.
Similar to Collaboration and The Human Factor - Reut 2022.pdf (20)
STKI Israeli Market Study 2023 corrected forecast 2023_24 v3.pdfDr. Jimmy Schwarzkopf
The document appears to be a presentation from STKI IT Knowledge Integrators on the state of Israel's economy and IT market following the outbreak of war in October 2023. It includes data and forecasts from various sources on how the war has negatively impacted Israel's GDP, business activity, and key industries. The original forecast predicted growth in Israel's IT market from 2018-2024, but the forecast has been corrected downward due to the unforeseen economic damage from the war, with the IT market now expected to decline in 2023 and 2024 compared to 2022 levels.
This document appears to be from an annual IT market study presentation by STKI IT Knowledge Integrators. It includes an agenda for the presentation covering the 2022 IT market study results, enterprise budgets, economic forecasting signals, top vendors, and a post-COVID world. The presentation contains many slides with graphs, charts, and text analyzing the Israeli IT market and global economic conditions. It discusses challenges in forecasting 2023-2024 given various political and economic uncertainties globally and in Israel.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
Recommended for CTOs, architects, IT Managers
COVID-19 has emphasized the fact that business agility and hence technology agility are the most if not the only factors for business success. However, technology agility in most IT departments is not the “strongest muscle”. Technology adoption of Cloud, Devops, Integration, Low-Code and Zero Trust are affecting all IT departments and even the entire organization. New
processes and relationships between the various branches of the IT department should emerge, forsaking old habits and technologies. New technologies and roles\responsibilities are taking their place.
Recommended for CXOs and all IT Managers
If COVID-19 has demonstrated anything it is that organizations can no longer rely on traditional long-term strategic direction-setting, in order to succeed and grow. Today, organizations need to be able to quickly identify changes and respond with speed.
Adaptive enterprises have the technical and organizational agility to do this. In this session, we will present the organizational structure, technologies and concepts that make up an adaptive organization and discuss topics such as: Concierge hyper-personalization services; Personalized (PBC) Business Capabilities; adaptive organizational structure; Centers of Excellence; center office; hyper-automation and data centric organizations.
The document provides an overview of an Israeli IT market study conducted in 2021 by STKI analysts. It discusses the impacts of COVID-19 on accelerating digital transformation and the implementation of new technologies. It then introduces the concepts of a "remote-first economy", "data economy", "distributive economy", and "passion economy" as frameworks for understanding trends in a post-COVID world. The document emphasizes that the most enduring impact of COVID-19 will be as an "implementation accelerant", driving organizations to rapidly implement technologies to deliver value.
The document provides an overview of an Israeli IT market study conducted in 2021 by STKI analysts. It discusses the impacts of COVID-19 on accelerating digital transformation and the implementation of new technologies. It then introduces the concepts of a "remote-first economy", "data economy", "distributive economy", and "passion economy" as frameworks for understanding trends in a post-COVID world. The document emphasizes that the most enduring impact of COVID-19 will be as an "implementation accelerant", driving organizations to rapidly implement technologies to deliver value.
The 28th edition of the annual research covering all aspects of the IT Market in Israel.
Volume 1: introduction, what is POSTCOVID19 Transformation and economic issues and market analysis
This document appears to be part of a market study on the Israeli IT market conducted by STKI IT Knowledge Integrators. It includes copyright notices, methodology descriptions, comparisons of software market forecasts, analyses of different categories of software including system infrastructure tools and middleware tools, and Israeli positioning of various vendors in categories like enterprise backup software and container platforms. The document contains confidential information for STKI.
Initiatives are organizational challenges aimed at transforming business models to adapt to disruptive changes in the economy. They involve multiple "treks" or projects that follow best practices to achieve important goals, with each trek representing a journey with several important steps that may also be individual projects. Initiatives are maps to help companies navigate the connected modern economy through continuous improvement efforts.
The document outlines an initiative to re-invent IT at a company. It discusses reorganizing technology domains, cost optimization strategies like chargeback models and new procurement methods, redesigning core processes and systems using approaches like microservices and containers, establishing an insights-driven culture by hiring data talent and implementing predictive analytics, and ensuring decisions lead to actions. The goal is to transform IT from an overhead division to an enabler of the business through initiatives that fundamentally reshape work and drive growth.
The Rise of Supernetwork Data Intensive ComputingLarry Smarr
Invited Remote Lecture to SC21
The International Conference for High Performance Computing, Networking, Storage, and Analysis
St. Louis, Missouri
November 18, 2021
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
MYIR Product Brochure - A Global Provider of Embedded SOMs & SolutionsLinda Zhang
This brochure gives introduction of MYIR Electronics company and MYIR's products and services.
MYIR Electronics Limited (MYIR for short), established in 2011, is a global provider of embedded System-On-Modules (SOMs) and
comprehensive solutions based on various architectures such as ARM, FPGA, RISC-V, and AI. We cater to customers' needs for large-scale production, offering customized design, industry-specific application solutions, and one-stop OEM services.
MYIR, recognized as a national high-tech enterprise, is also listed among the "Specialized
and Special new" Enterprises in Shenzhen, China. Our core belief is that "Our success stems from our customers' success" and embraces the philosophy
of "Make Your Idea Real, then My Idea Realizing!"
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
How Netflix Builds High Performance Applications at Global ScaleScyllaDB
We all want to build applications that are blazingly fast. We also want to scale them to users all over the world. Can the two happen together? Can users in the slowest of environments also get a fast experience? Learn how we do this at Netflix: how we understand every user's needs and preferences and build high performance applications that work for every user, every time.
In this follow-up session on knowledge and prompt engineering, we will explore structured prompting, chain of thought prompting, iterative prompting, prompt optimization, emotional language prompts, and the inclusion of user signals and industry-specific data to enhance LLM performance.
Join EIS Founder & CEO Seth Earley and special guest Nick Usborne, Copywriter, Trainer, and Speaker, as they delve into these methodologies to improve AI-driven knowledge processes for employees and customers alike.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
Are you interested in learning about creating an attractive website? Here it is! Take part in the challenge that will broaden your knowledge about creating cool websites! Don't miss this opportunity, only in "Redesign Challenge"!
AI_dev Europe 2024 - From OpenAI to Opensource AIRaphaël Semeteys
Navigating Between Commercial Ownership and Collaborative Openness
This presentation explores the evolution of generative AI, highlighting the trajectories of various models such as GPT-4, and examining the dynamics between commercial interests and the ethics of open collaboration. We offer an in-depth analysis of the levels of openness of different language models, assessing various components and aspects, and exploring how the (de)centralization of computing power and technology could shape the future of AI research and development. Additionally, we explore concrete examples like LLaMA and its descendants, as well as other open and collaborative projects, which illustrate the diversity and creativity in the field, while navigating the complex waters of intellectual property and licensing.
Navigating Post-Quantum Blockchain: Resilient Cryptography in Quantum Threatsanupriti
In the rapidly evolving landscape of blockchain technology, the advent of quantum computing poses unprecedented challenges to traditional cryptographic methods. As quantum computing capabilities advance, the vulnerabilities of current cryptographic standards become increasingly apparent.
This presentation, "Navigating Post-Quantum Blockchain: Resilient Cryptography in Quantum Threats," explores the intersection of blockchain technology and quantum computing. It delves into the urgent need for resilient cryptographic solutions that can withstand the computational power of quantum adversaries.
Key topics covered include:
An overview of quantum computing and its implications for blockchain security.
Current cryptographic standards and their vulnerabilities in the face of quantum threats.
Emerging post-quantum cryptographic algorithms and their applicability to blockchain systems.
Case studies and real-world implications of quantum-resistant blockchain implementations.
Strategies for integrating post-quantum cryptography into existing blockchain frameworks.
Join us as we navigate the complexities of securing blockchain networks in a quantum-enabled future. Gain insights into the latest advancements and best practices for safeguarding data integrity and privacy in the era of quantum threats.
Performance Budgets for the Real World by Tammy EvertsScyllaDB
Performance budgets have been around for more than ten years. Over those years, we’ve learned a lot about what works, what doesn’t, and what we need to improve. In this session, Tammy revisits old assumptions about performance budgets and offers some new best practices. Topics include:
• Understanding performance budgets vs. performance goals
• Aligning budgets with user experience
• Pros and cons of Core Web Vitals
• How to stay on top of your budgets to fight regressions
What Not to Document and Why_ (North Bay Python 2024)Margaret Fero
We’re hopefully all on board with writing documentation for our projects. However, especially with the rise of supply-chain attacks, there are some aspects of our projects that we really shouldn’t document, and should instead remediate as vulnerabilities. If we do document these aspects of a project, it may help someone compromise the project itself or our users. In this talk, you will learn why some aspects of documentation may help attackers more than users, how to recognize those aspects in your own projects, and what to do when you encounter such an issue.
These are slides as presented at North Bay Python 2024, with one minor modification to add the URL of a tweet screenshotted in the presentation.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
Collaboration and The Human Factor - Reut 2022.pdf
1. STKI.INFO
1
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Communication
and Collaboration
in Product-Led
Organizations
VP & Senior Analyst
STKI
Reut Shefer- Bar
Jiaqi Wang
STKI IT Knowledge Integrators
Company Confidential
Page 1
2. STKI.INFO
2
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph identitasunhas
of time
HBR
*Time spent on email, IM, phone, and video calls
STKI IT Knowledge Integrators
Company Confidential
Page 2
3. STKI.INFO
3
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Collaboration
Cooperation
ד
"
מירון אלי ר
פעולה שיתוף
=
אנשים של פעולה שיתוף
/
צוותים
,
ידע שיתוף
מוחות וסיעור
מוגדרת מטרה להשגת
.
STKI IT Knowledge Integrators
Company Confidential
Page 3
4. STKI.INFO
4
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Internal Collaboration
Collaboration within the team
Collaboration between teams
"Break all barriers to effective
communication - instant and intuitive”
flock.com
STKI IT Knowledge Integrators
Company Confidential
Page 4
5. STKI.INFO
5
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Twitter.com
: https://www.whatsapp.com
Loss of ability
to connect
We
Need
Backups
STKI IT Knowledge Integrators
Company Confidential
Page 5
6. STKI.INFO
6
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
WhatsApp – Collaboration tool?
Security, compliance and data management
problems (even though its end-to-end encryption)
No interoperability with other platforms
No admin-level permissions
element.io
en.isoc.org.il
GettyImage
30% Of time
Unsupervised ISLAND
STKI IT Knowledge Integrators
Company Confidential
Page 6
7. STKI.INFO
7
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Break Down Silos
Anahi Alanis
STKI IT Knowledge Integrators
Company Confidential
Page 7
8. STKI.INFO
8
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Cross-functional Collaboration
Product managers and teams tend to work in silos, forgetting the
diverse teams behind working towards the same goals,
When product teams fully realize the support available from OTHER TEAMS,
it creates collectively work towards goals faster and more efficiently.
Shared data
Increased innovation
Develop a common language and inclusive culture
Goal Alignment
Hotjar
Information retrieval מידע אחזור
Hive mind
Wisdom of the crowd
STKI IT Knowledge Integrators
Company Confidential
Page 8
9. STKI.INFO
9
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Alludo
Team collaboration effect
12%
STKI IT Knowledge Integrators
Company Confidential
Page 9
10. STKI.INFO
10
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Ineffective communication
channels and protocols
Doing things more than once
(different software, same data)
Misunderstandings and miscommunication
Low trust and mutual respect
Conflict and differences in culture and values
Collaboration Challenges
11 Guaranteed Collaboration Challenges with Action Steps
(theecmconsultant.com)
www.searchenginejournal.com
STKI IT Knowledge Integrators
Company Confidential
Page 10
11. STKI.INFO
11
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Collaboration Tools
Gartner, Alludo
+44% Collaboration Tools 2019 vs. 2021
STKI IT Knowledge Integrators
Company Confidential
Page 11
12. STKI.INFO
12
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
STKI IT Knowledge Integrators
Company Confidential
Page 12
13. STKI.INFO
13
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Overflow of team collaboration tools
hbr.org
- ברקוניBarkuni (@barkuni) •
Instagram photos and videos
STKI IT Knowledge Integrators
Company Confidential
Page 13
14. STKI.INFO
14
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
hbr.org
i4cp
Collaboration Overload
Is Sinking Productivity
STKI IT Knowledge Integrators
Company Confidential
Page 14
15. STKI.INFO
15
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Bloomberg Savanna Judd
The Marker
Okta, WalkMe
Collaboration Fatigue
2015 – 59
2022 – 89
Enterprises - 187
30% are duplicative
or add no value
STKI IT Knowledge Integrators
Company Confidential
Page 15
16. STKI.INFO
16
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Product-Led Productivity
Productplan.com
How can we overcome?
• Delegating tasks internally
• Automation
• Inhouse Outsourcing tasks
123rf.com
STKI IT Knowledge Integrators
Company Confidential
Page 16
17. STKI.INFO
17
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Create collaboration when we know
What to look for
And not
Who to look for.
Gig Collaboration
Its not a social tool,
but an option to create interaction and collaborate with employees you
don’t know or familiar with from other teams/departments etc.
STKI IT Knowledge Integrators
Company Confidential
Page 17
18. STKI.INFO
18
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Gig Collaboration tools
The unknown knowledge
STKI IT Knowledge Integrators
Company Confidential
Page 18
19. STKI.INFO
19
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Types of knowledge
95%
5%
Helpjuice,
document360
Implicit
"
שבשתיקה
"
"
מרומז
"
•Learn another
language
•Innovation
•Aesthetic Sense
•Leadership
STKI IT Knowledge Integrators
Company Confidential
Page 19
20. STKI.INFO
20
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
How can we handle Tacit knowledge?
Proper documentation - presentations,
user guides, case studies…
Going through experiences – trial and error
KIS – Keep It Simple
Capturing data throughout a research
period
document360
STKI IT Knowledge Integrators
Company Confidential
Page 20
21. STKI.INFO
21
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
OK, and yet..
Freepik
STKI IT Knowledge Integrators
Company Confidential
Page 21
22. STKI.INFO
22
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
450% Employee
Retention
Esic
Freepik
25%
Increase in
productivity
STKI IT Knowledge Integrators
Company Confidential
Page 22
23. STKI.INFO
23
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Internal to External
NetPMI
STKI IT Knowledge Integrators
Company Confidential
Page 23
24. STKI.INFO
24
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
NPD (New Product Development)
Internal collaboration has a significant impact on
time and product performance.
William H. A. Johnson
Roberto Filippini
Iannaro
STKI IT Knowledge Integrators
Company Confidential
Page 24
25. STKI.INFO
25
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Touch-points
Call Center
Sales
Customer Success
Openviewpartners
Gong.io
hubspot
• Social Media/ Advertisement
• Peer Referral
• Product Catalogs/ Product Reviews
• Ecommerce
• Upsell/Cross-Sell Emails
• Subscription Renewals
• Customer Support Channels
• Customer Success Programs
• Customer Onboarding
• Customer Loyalty Programs
• Self-Service Resources
STKI IT Knowledge Integrators
Company Confidential
Page 25
26. STKI.INFO
26
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Customer Success
STKI IT Knowledge Integrators
Company Confidential
Page 26
27. STKI.INFO
27
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Where are we heading
300-800%
Call Volume Increase in enterprises
financesonline
STKI IT Knowledge Integrators
Company Confidential
Page 27
28. STKI.INFO
28
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
AI Supervisory
Shift scheduling
Manpower's needs
Working time regulations
Employee wishes
Biometric Voice Recognition
"Haglasha”
Recording
Analytics
Forrester
Bynet
Callcenterhosting
STKI IT Knowledge Integrators
Company Confidential
Page 28
29. STKI.INFO
29
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Increasing use of AI
financesonline
STKI IT Knowledge Integrators
Company Confidential
Page 29
30. STKI.INFO
30
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Contact Centers and help desk
Trello
STKI IT Knowledge Integrators
Company Confidential
Page 30
31. STKI.INFO
31
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Service Employee Empowerment
Bloomberg | Getty Images
techtello
Call center employee can MAKE DECISION–
Give refunds, send another item…
STKI IT Knowledge Integrators
Company Confidential
Page 31
32. STKI.INFO
32
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Service Employee Empowerment
Zippia
Inside
“way to build
relationships,
not make a
sale”
STKI IT Knowledge Integrators
Company Confidential
Page 32
33. STKI.INFO
33
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
huddle
The relationship between Service and Knowledge
Adoption to Advocacy
Customer success and
product management, MUST
document and collect data,
otherwise it will be lost and
not available for other.
STKI IT Knowledge Integrators
Company Confidential
Page 33
34. STKI.INFO
34
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
LTV - lifetime Value
Popupsmart
Tesla
Device
>Features
>Service
>Repairs
USAGE
STKI IT Knowledge Integrators
Company Confidential
Page 34
35. STKI.INFO
35
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
The Key to better Customer Experience
Is Customer Success and Product Management
Alignment.
Gives customers control and anticipate their needs
Value
In conclusion
STKI IT Knowledge Integrators
Company Confidential
Page 35
36. STKI.INFO
36
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
The half-life
of most professional
skills has shrunk to
three years.
Deloitte
STKI IT Knowledge Integrators
Company Confidential
Page 36
37. STKI.INFO
37
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
THE HUMAN
FACTOR Of
Product-Led
Organizations
VP & Senior Analyst
STKI
Reut Shefer- Bar
ragan
STKI IT Knowledge Integrators
Company Confidential
Page 37
38. STKI.INFO
38
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Successful Organizations
Source: Simon Sinek, TED
STKI IT Knowledge Integrators
Company Confidential
Page 38
39. STKI.INFO
39
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
39
WHO?
STKI IT Knowledge Integrators
Company Confidential
Page 39
40. STKI.INFO
40
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
40
The “new” golden circle
WHY
WHO
HOW
WHAT
WHY – Purpose, belief – when you
understand (and say!) how your
company will change their world.
WHO – are we
empowering the teams
and are they given
autonomy?
HOW – The Differentiator – what
makes you special
WHAT – What is the actual
product/service
STKI IT Knowledge Integrators
Company Confidential
Page 40
41. STKI.INFO
41
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
41
Prioritized list of features, Gantt…
The Product Road Map
roadmunk,
“Command-
and control-
style
leadership”
STKI IT Knowledge Integrators
Company Confidential
Page 41
42. STKI.INFO
42
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
42
Marty Cagan
STKI IT Knowledge Integrators
Company Confidential
Page 42
43. STKI.INFO
43
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
43
Ensuring they have the necessary strategic context
to understand the why and make good decisions.
Empowered Teams
Marty Cagan
teodesk
STKI IT Knowledge Integrators
Company Confidential
Page 43
44. STKI.INFO
44
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
44
Source: Dr. Marcell Volmer &
Alberto Carbone
KPI 2023
Keep People INTERESTED
Keep People INFORMED
Keep People INVOLVED
Keep People INSPIRED
STKI IT Knowledge Integrators
Company Confidential
Page 44
45. STKI.INFO
45
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
45
Great Resignation
Recruit Difficulties
Remote Work
Work-Life Balance
Peoplematters
STKI IT Knowledge Integrators
Company Confidential
Page 45
46. STKI.INFO
46
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
46
The #1 thing we need to realize is that
STKI IT Knowledge Integrators
Company Confidential
Page 46
47. STKI.INFO
47
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
47
Some employees who put no more effort
into their jobs than necessary
#ActYourWage
*
ראש להקטין
Quiet Quitting
Investopedia
jobs.ie
STKI IT Knowledge Integrators
Company Confidential
Page 47
48. STKI.INFO
48
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
48
What?
Jason Kaplan
STKI IT Knowledge Integrators
Company Confidential
Page 48
49. STKI.INFO
49
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
49
Generation Perspective
60% - H1 of career(18-45)
34% - H2 of career (45-65+)
STKI IT Knowledge Integrators
Company Confidential
Page 49
50. STKI.INFO
50
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
50
“Quiet quitting is less about intrinsic
motivation — and more about the
manager's ability to build a
relationship that makes an
employee want to stay.”
Harvard Business Review
University of Arkansas
STKI IT Knowledge Integrators
Company Confidential
Page 50
51. STKI.INFO
51
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Quick Quitting
FOMO –
Fear of
missing out
Quick Quitting –
Changing jobs
within less than a
year Especially in
the positions of
Directors and VPs
Josia Nakash
STKI IT Knowledge Integrators
Company Confidential
Page 51
52. STKI.INFO
52
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Recruiting and training are expensive
Employees who leaves takes
Relationships and knowledge.
How much does is cost to replace
employee?
Entry Level – 3-5 Salary Months
Middle Level – 18 Months
High Level – 24- 48 Months!
Alvernia University
STKI IT Knowledge Integrators
Company Confidential
Page 52
53. STKI.INFO
53
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Unemployment rate is low,
salaries are (relatively) high
SO…Why?
STKI IT Knowledge Integrators
Company Confidential
Page 53
54. STKI.INFO
54
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Absence of
Engagement
המחוייבות אובדן
/
מעורבות
STKI IT Knowledge Integrators
Company Confidential
Page 54
55. STKI.INFO
55
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
55
Employee Engagement
Gallop, Gordon Tredgold
STKI IT Knowledge Integrators
Company Confidential
Page 55
56. STKI.INFO
56
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
56
“Actively Disengaged
Employees –aren’t just unhappy
at work, they’re busy acting out
their unhappiness. Every day
these workers undermine
what their engaged coworkers
accomplish.”
“Energy Vampires”
The Hustle, Recruiter.com
STKI IT Knowledge Integrators
Company Confidential
Page 56
57. STKI.INFO
57
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
57
7geese, involve
99% They know what is expected of them at work 89%
98% They have opportunities to learn and grow 13%
92% Someone has talked about their progress 13%
91% Their opinion count at work 19%
Highly
Engaged
Low or no
engagement
What makes an employee engaged?
STKI IT Knowledge Integrators
Company Confidential
Page 57
58. STKI.INFO
58
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
58
When employee has a problem:
First, he/she will turn to their
manager
Then they go to a trusted colleague
Try to handle it by them self
Will approach other leader in the
organization
last resort - HR
HR Trust is an issue
The way most HR work doesn’t work for employees
HBR
PNGitem
STKI IT Knowledge Integrators
Company Confidential
Page 58
59. STKI.INFO
59
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Bad “Vibes”
Motivation
Why does is bother us?
Gaps emerge
STKI IT Knowledge Integrators
Company Confidential
Page 59
60. STKI.INFO
60
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Whatever is not really defined into the IT
department organizational chart
And does not exist in any of the employee's
position definition.
“Falls through the cracks”
STKI IT Knowledge Integrators
Company Confidential
Page 60
61. STKI.INFO
61
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
GAPS
Lack of clear definition
Knowledge handling shortage
Rapidly changing skills
STKI IT Knowledge Integrators
Company Confidential
Page 61
62. STKI.INFO
62
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
The half-life
of most professional skills has
shrunk to three years.
Deloitte
Strong communicators
Cultivated interpersonal skills
Good writing skills
Emotional intelligence and empathy
STKI IT Knowledge Integrators
Company Confidential
Page 62
63. STKI.INFO
63
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
People aren’t willing to travel to work (and pay for parking etc..).
Daily commute is an issue.
People are RETHINKING.
Micro-Management – doesn’t work anymore.
Look and Listen for Lsport
2023… what next?
When you drive 1.5 hours
each way everyday
720Hours per year
30 Days
STKI IT Knowledge Integrators
Company Confidential
Page 63
64. STKI.INFO
64
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Under Pressure
Employees work under so much
pressure- most of them needs to
deliver a new feature
every 2 weeks
Geektime
Every WEEK?
STKI IT Knowledge Integrators
Company Confidential
Page 64
65. STKI.INFO
65
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Days off, We TRUST our employees
to take a break when they need
and still Be responsible for their
Projects/Product.
Trust
HRZone
Jason Kaplan
STKI IT Knowledge Integrators
Company Confidential
Page 65
66. STKI.INFO
66
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Autonomy and Empower
Applauz
WHERE physical location really matter?
WHEN 9-5’?
WHAT Freedom within the responsibilities
HOW Freedom over how to accomplish
WHY Meaning and motivation
Employee empowerment
leads to innovation
STKI IT Knowledge Integrators
Company Confidential
Page 66
67. STKI.INFO
67
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
35% of ideas come
from outside of the
team/group
75% of executives
Are concerned of not
having enough ideas
Plainview, Gallop, Marty
Kagen
Only 18% of
Employees believe their
managers encourage them to
take risks at work that could
lead to important new
products, services, or solutions
Significant and ongoing innovation
82% Don’t
STKI IT Knowledge Integrators
Company Confidential
Page 67
68. STKI.INFO
68
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Having a culture that encourages its employees to
innovate, even though success is not guaranteed
Source: Plainview, Gallop
fuckupnights.com
Techcrunch
AWS, Netflix
Chaos Monkey
Investigation
of Failure
Win-loss meetings
STKI IT Knowledge Integrators
Company Confidential
Page 68
69. STKI.INFO
69
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Leadership and Coaching
An effective manager-as-coach asks questions
instead of providing answers, supports employees
instead of judging them, and facilitates their
development instead of dictating what must be done.
hbr.org
insperity
STKI IT Knowledge Integrators
Company Confidential
Page 69
70. STKI.INFO
70
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Employee Success
jostle.me
Geekworldtour
STKI IT Knowledge Integrators
Company Confidential
Page 70
71. STKI.INFO
71
Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph
Thank you
STKI IT Knowledge Integrators
Company Confidential
Page 71