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  1. Last 7 days
    1. This report summarises the results of a survey amongst business people about the 'agile' approach to business management. The report is not explicit about what its purpose is or who the intended readers are, but the way in which the recommendations are written suggests that it is directed to senior business managers and consultants. It presents a very favourable impression of agile management which suggests that the underlying purpose is to persuade more businesses to adopt that approach. The report is mainly informational, but there are a few recommendations based on the findings which make it slightly analytical. The style of the report is a modern, semi-formal report. It is clearly intended for an external audience, but it tries to engage the reader by using 'you' sometimes. It uses abbreviations such as 'who's' instead of 'who is' which means that it is not at the most formal end of the scale.

    2. CHALLENGES ALONG THE JOURNEY

      Good writing: This section reports on challenges faced by businesses, so it also immediately presents short, easily understood recommendations (in clear textboxes) on how to address them. This delivers what the reader wants to know for their business.

    3. PREDICTIVE INDICATORS

      Good writing: This section is an example of efficient writing - it communicates clearly the most important messages of the report, that consultants and managers can take action on.

    4. The business agility movement began in earnest in software development in the aftermath of the Manifesto for Agile Software Development, issued in 2001. Since then, the movement has spread to the management of entire organizations, including the very largest and most valuable firms.Yet a shift in management toward greater agility at the enterprise level poses major challenges for leadership. Entrenched business processes, practices, values and attitudes don’t change easily or quickly. Firms are finding that Agile transformation journeys typically take place in terms of years, not weeks or months, with many setbacks as well as forward progress.

      This is like a background section, which is usually in the main body of the report.

    5. In a world of accelerating change, increasing complexity, rapidly changing technology, digitization and the internet, many organizations are still locked in the slow-moving, top-down, bureaucratic practices and processes of 20th century bureaucracy. They are finding it difficult to sense and respond to disruptive shifts in the marketplace. Their very capacity to survive, let alone thrive, is in question.By contrast, organizations that are capable of delivering instant, intimate, frictionless value at scale to customers are creating a world in which people, insights and money interact quickly, easily and cheaply. For organizations that are able to adapt to change for their customers’ benefit, the potential is enormous, and their future is bright. As a result, most firms now give high priority to becoming more agile.

      Good writing: These opening paragraphs paint a dramatic picture of what is happening to business and so are effective at engaging the interest of the reader in this report.

    6. PERCEPTION OF BUSINESS AGILITY

      Non-verbal communication: All the pages have a modern, fresh feel to them, with bright colours and graphics used to convey information that would need a lot of words to convey.

    7. 7WHO’S RESPONDING

      Non-verbal communication: The graphic showing who is responding subtly gives a message that the respondents are diverse in gender, ethnicity and style of dress. This is likely to make the report of interest to a wide range of readers.

    8. T

      Non-verbal communication: The image on this page gives an impression that this report is of interest to, and about, people who are young and engaged in modern businesses.

    9. KEY FINDINGS

      Abstract. This also works as a conclusion, as there isn't one at the end of the report.

    10. Invite the organization to participate in the goal-setting process to ensure not only that leadership is aligned, but that middle-management and the workforce-at-large are too.

      This recommendation seems to be addressed to people working outside the organisation - so suggests that business agility consultants are also an intended audience.

      As all levels of the workforce in an organisation going through an agility process will be affected by the recommended changes, they are all stakeholders.

    11. your people will need more than just classroom training.

      Again, this is directly addressed to business leaders and/or senior managers.

    12. Be mindful of your leadership style.

      This direct message to business leaders shows that they are part of the expected audience for this report and one of the groups of stakeholders.

    13. PREFACE BY STEVE DENNING

      This is like an introduction, with a bit of background and a summary as well.

    14. SURVEY DEMOGRAPHICS

      Results of survey

    15. METHODOLOGY

      Methodology

    16. 1

      Cover (There isn't a separate title page for this report, so we don't know who the individual authors are.)

    17. TABLE OF CONTENTS

      Table of contents

  2. Jun 2020
  3. Dec 2019
  4. Nov 2019
  5. Sep 2019
  6. Apr 2019
    1. Global AI Talent Report 2019

      India not to be seen in this. Women participation increasing.

  7. Aug 2018
  8. Apr 2018
  9. Dec 2017
    1. Peer review prior to data collection and analysis is tasked with suggesting improvements to problems in study methodology. This enables authors to improve their study design. Subject to an in-principle acceptance, authors will be able to conduct their research in the knowledge that their research will be published, regardless of the results, and with the confidence that their study methodology has been independently reviewed. This new approach will also offer authors the flexibility to analyze and report unexpected findings.

      Wouldn't annotation be a great way to get feedback on these results?