Specialises In (based on submitted proposals)
Currently working as Strategist in Ford Motor Company with 14 years of diversified experience.
I help clients design strategy and bring transformation in Culture , Innovation and Agile by training , coaching and consulting them to get business value faster , higher and for longer which is how I have a positive impact on company's performance
Boost your creativity via Design ThinkingGauri MohanStrategistFord
schedule 3 years agoSold Out!
Thinking like a designer and then being a designer can transform the way organizations develop products, services, processes and strategy.
What appeals to people in the first go is the design so lets begin with the design.
To do this , We need a creative mindset , remember "Everyone is creative ".
This is also a food for your creative muscles to bring ideas to reality.
We will discover the essential part of Design Thinking i.e.Rapid prototyping
Feasibility Study: Implementing Agility In Strategic Technology ManagementGauri MohanStrategistFord
schedule 5 years agoSold Out!
Research Statement: To investigate the feasibility of defining and executing Strategic Technology Management using Agile (for IT Services of companies) to maximize the business value by delivering innovative products, increase productivity and derive high ROI(Return of investment).
As an IT Operations Manager, Agile Transformationist and Coach for IT programs/projects adopting Agile as a software development model, I observed and witnessed some of the most crucial and evident benefits of the Agile Methodology : HighROI , Faster business value, time to market, increased productivity and Agility in execution: All contributing to a globally distinguishable success for the project.
While discussing Organizational IT Strategy, and Strategic Technology Management with some Senior Managers, and going through subjective material, I observed that STM enabled Organization Strategy for IT was executed by management into broad steps of:-
1) Strategy definition 2) Execution. I also observed that if the two steps sprawled over a period of 6 months, then the risk of missing out new upcoming user requirements in between (having impact due to IT and any new concerns) and any intermediate change in technological trends was at a very high risk of getting missed out. I realized that one reason was that while defining the strategy, whatever base information and business vision management took into consideration as the base point was not getting revisited very efficiently during the internal stages of strategy definition and also execution especially if the strategy definition is sprawled over 6 months as already mentioned above.
Due to this I started to search for any experiences shared or white papers on company based scenarios wherein STM was utilizing the fundamentals of Agility to overcome the risk as mentioned above. I was not able to find any direct literature w.r.t the same.
Hence, started with research and analysis on defining and executing STM from a subjective and feasibility perspective.
It’s a rhythm of continuous planning and adapting to manage scope/priority that can fit in iterations. This paper attempts to cover briefly an initiating thought about how managers can devise IT technology related strategic paths for their Organization.
It would be important to state that this area is subject to consistent evolution with more application related experience based research. This study also briefly mentions the implications of agility with STM.
Work Life Coaching & Agile Coaching: A Tribal Fusion
Who exactly seeks out an agile coach? Teams who just want to settle for the agile practices or the teams who want more....
We would like to share our experiences and learnings on "Work Life coaching blended with Agile coaching" where we coach agilists as work/life coach and help them transform to exuberant agilists. We use skills from professional coaching and agile coaching together to make agile come alive and help to breathe life in to the teams. Using both sides of the equation helps each person in the team to get to that next level of professional growth that makes their work relevant to their whole life.
No more submissions exist.
No more submissions exist.