Maifors Studio | Podcast

Part 1: Overcoming common mistakes in DevOps, agile, and app modernization.

Steeped as we are in corporate DevOps and agile transformation efforts, one of the common questions we get is, “What have other companies struggled with within their transformation attempts and how can we learn from their mistakes?”

Part 2: 7 Best Practices for Working Remotely to Follow in 2021.

Remote working today is well-defined, and it has become a norm for many organizations to manage remote teams and for individuals to work as full-time remote employees.

Part 3: 5 ways to start earning money with the skills you already have.

The CEO of AIrtasker USA says that taking advantage of flexible work allows you to keep an income while you experiment and determine the path you want to take with your career.

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Part 1: Who owns digital innovation? Who cares?

These four strategies will help to create a culture of digital innovation with an eye to the future, no matter who’s in charge.

There’s little question that enterprises benefit from a focus on digital innovation. Gartner’s 2021 CIO Agenda Survey found that organizations that increase funding for digital innovation are nearly three times more likely to be leading performers than laggards as compared to their peers.

Part 2: How to Stay Motivated When You’re (Still) Stuck at Home.

After months of being stuck inside due to the COVID-19 pandemic, limiting exposure to friends and family, and juggling responsibilities at home and at work, it’s no surprise that many of us are dealing with frustration, anger, and burnout.

Part 3: 11 Myths About Decision-Making.

From “I like to be efficient” to “I trust my gut” to “I can make a rational decision,” there are a number of deeply ingrained — and counterproductive — myths we tell ourselves about how we make decisions. Underlying these myths are three common and popular...

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Part 1: Agile Teams and Waterfall Mindset Management.

The decisions made for the agile teams are always with the help of a confidence vote. The decision made by managers may not be always gain their confidence, which in turn may prohibit the member's full potential. Addressing customer needs or any potential gaps is required to run the agile train most smoothly. A team must know how their actions affect the company's business. If there are any sets of issues arising, team actions should be revised immediately. Not only people engaging in the systems are part of Agile, but other agents may affect the system directly, like props and processes.

Part 2: 10 principles of workforce transformation

How to raise the skills of your employees to meet your digital challenges. See also “A guide to workforce transformation.”

There is a gap between the digital skills people have and those needed to live, learn, and work in the digital world. The need to upskill — to bridge this gap — is a complex problem that will require government administrators, educators, and business leaders to come together. To learn more about upskilling your own workforce, go to Upskill my workforce for the digital world.

Part 3: To Master, The Shift To Digital Leaders Need To Change Themselves.

It is well known that businesses of all sorts are moving down the road towards becoming digital. It is also well known that the pandemic has speeded up the process. Indeed, enterprises that were already making progress in this direction were able to adapt to the changed circumstances and thrive while the less nimble-footed have struggled and will probably continue to do so unless they change their approach and embrace the future.

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Part 1: Toward a Racially Just Workplace

“Happy elephant success is to be measured not so much by the position that one has reached in life as by the obstacles which [one] has overcome while trying to succeed.”

“Success is to be measured not so much by the position that one has reached in life as by the obstacles which [one] has overcome while trying to succeed.”

Part 2:

Thus we turn to the moral case. Many in the U.S. business community have begun to push for more purpose-driven capitalism that focuses not just on shareholder value but also on shared value — benefits that extend to employees, customers, suppliers, and communities. This movement, toward what the University of Toronto’s Sarah Kaplan calls the 360° Corporation, wants corporate leaders to consider both the financial and the ethical implications of all their decisions. We believe that one of its pillars should be proportionate representation and wages for black Americans.

Part 3:

In sum, DandI needs to be an ethos that permeates the entire organization, championed not just by the HR department but by everyone, and especially managers, so that its importance is clear. The Toigo Foundation’s leaders draw a parallel between this idea and the total quality management movement of the 1980s, which, with top-down support and the establishment of key performance indicators, became a pervasive way of working and thinking that filtered down to every function and level.

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Part 1: Best Practices For Working From Home.

Recent economic developments around the world have inspired many businesses to assess or reassess the value of work from home (WFH) employment strategy. Managed well, remote work can bring advantages to team productivity and worker satisfaction.

People who have enjoyed years of remote work opportunities are helping those new to the idea, offering advice based on their own transitions to telecommuting as both employees and managers. There are, of course, challenges associated with working from home. In addition to logistical considerations, there are practical strategies that a person accustomed to office work can learn from telecommuting veterans.

Part 2: Why Pivoting People Is a Strategic Priority

To best prepare their organizations and workforces for post-pandemic changes, leaders should think through a set of critical questions.

Just like post-pandemic physical workspaces will need revising, so too will the skill sets and capabilities of our employees. Yes, leaders absolutely need to reimagine the workplace, but organizations cannot lose sight of the people returning to those spaces. Focusing solely on redesigning the workplace or offering flexible work arrangements (such as remote or hybrid options) without considering employees will hamstring organizations by leaving their people in the lurch.

Part 3: The Enabling Power of Trust

Future of Leadership in the Digital Economy

What will it take to become a great leader in the digital economy? What will be the differentiating skill sets (what individuals will need to do) and mindsets (how they will need to think and behave) that will shed light on what it will take to lead next-generation organizations effectively? We have set out to address these important questions as the foundation for MIT Sloan Management Review’s newest Big Ideas Initiative: The Future of Leadership in the Digital Economy.

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Part 1: Leadership Lessons From Your Inner Child

Future of Leadership in the Digital Economy

When I turned five, I got a new bike. I didn’t know how to ride it, but I took it to a nearby hill anyway, a willing warrior, ready to ride. Was I prepared? Would I be brave enough to overcome the anxiety of facing the unknown? The truth is those questions never occurred to me at the time. Reflecting on this experience decades later, I realized I wasn’t just a willing warrior — I was an ecstatically enthusiastic one. Today, I can’t help but wonder why it seemed so much easier to take on significant new challenges as a five-year-old than it is for me now. As a child, did I have gifts that I somehow lost over the years? Was I foolish then and more responsible now? Upon further reflection, I have come to realize that I’ve been fighting a decades-long battle to not lose many of those gifts that made it relatively easy to learn new things when I was young.

Part 2: What is the role of leadership in digital transformation?

The recent pandemic has demonstrated that, when used effectively, digital transformation can help businesses succeed in even the most trying circumstances.

Part 3: Leaders for a digital transformation

It can be mission-critical for companies to consider the traits, competencies, and drivers of the talent—in-house and external—that will help create their digital future.

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Part 1: SAFe is a marketing framework, not an Agile scaling framework

SAFe sells the illusion you can radically change without leaving your comfort zone

Let’s try to make a list of all the reputable names who support Scaled Agile Framework (SAFe). Think about it. Does anyone come to mind?

Part 2: Why Good Arguments Make Better Strategy

Strategy is hard — really hard — to do well. Many leaders will admit this privately: In an anonymous 2019 survey conducted by Strategyand, 37% of 6,000 executive respondents said that their company had a well-defined strategy, and 35% believed that their company’s strategy would lead to success.

Part 3: Why Good Arguments Make Better Strategy

Great strategies exhibit logical coherence. They are composed of a set of logically interconnected reasons that necessarily produce the conclusion. With a valid argument, if you accept the premises, you must accept the conclusion. With an invalid argument, you run the risk of overlooking critical assumptions and flaws in your reasoning, which in turn can lead to your company’s downfall. Logical formalization ensures validity.

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Part 1: Companies That Obsess Over Velocity Are Clueless About Scrum

Most companies using Scrum spend a lot of time discussing velocity and devising ways to increase it. Velocity becomes a magical, almost mythical number that developers must chase in every Sprint.

Part 2: How to lead a digital transformation — ethically

The fact that COVID-19 accelerated the need for digital transformation across virtually all sectors is old news. What companies are doing to propel success under the circumstances has been under the spotlight. However, how they do it has managed to find a place in the shadows.

Part 3: The 4 Strategies of Digital Transformation

Digital Transformation requires focusing on the aspects that are most crucial to current and anticipated future needs, and clarity to successfully maintain the pace of the transformation as it moves between phases.

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Part 1: 13 Industry Experts Share Reasons Companies Fail At Digital Transformation

While the goal of digital transformation may be to simplify and streamline a company’s workflow, the process itself can be far from easy. A 2020 study by Boston Consulting Group found that a staggering 70% of digital transformation projects fall short of their goals — even when leadership is aligned.

Part 2: Digitizing Isn’t the Same as Digital Transformation

If your organization is busier than ever “digitizing,” you’re not alone. Digital efforts have been proliferating for years as companies strive to catch up with technological innovation. Covid-19 massively accelerated the pace, as many of our most basic activities, from grocery shopping to “going to work” moved online.

Part 3: 10 Industries Where Artificial Intelligence Has Caused a Disruption

Artificial Intelligence (AI) is redefining industries by offering personalization, automating processes, and disrupting how we work. In modern times, AI is embraced by every industry from healthcare to government. Here are the 10 industries where AI has caused a disruption.

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Part 1: Now is the Time to Reassess Digital Transformation Strategy

Around 70% of manufacturing organizations in the U.S. and Europe have adopted a digital transformation (DX) strategy (according to the IDC research). These strategies vary widely in terms of quality and focus. Some companies (but not enough) understand that DX should cover both vertical and horizontal perspectives. Transformation should go beyond factory walls and impact the supply chain, the product and services portfolio, and the revenue side of the business.

Part 2: Digital Disruption will Lead to Growth and Transformation

‘Digital Transformation' is becoming the catchphrase of the technology sphere. Even though it was common among large companies in the past years, the pandemic has now accelerated the digital initiatives across small verticals as well. It is imperative for the business of all sizes starting from small to medium and large size enterprises.

Part 3: Is Digital Transformation the key to Create a Better Sustainable World?

Every industry around the world is reshaped by digital transformation. According to IT advisory and research firm IDC, by 2022, over 60% of global GDP will be digitized, with growth in every sector driven by digitally enhanced offerings, operations, and relationships. At the same time, there are important problems our world is dealing with, such as global warming, natural catastrophes, and other environmental threats. These hazards, along with rising strains on the resources of the planet, are driving mainstream sustainability.

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