IPDAugust 18, 2020IPD Instructors

Wally Wysopal

Wally Wysopal

Current Role:

City Manager for Fridley and
instructor for Metropolitan State University’s
Institute for Professional Development

Expert Areas:
• Public sector management and leadership

Relevant Experience:
• 33 years’ experience leading and shaping local
government in various roles
• Faculty for Master’s Level Public Administration program
• Speaker for the American Public Works Association
• Speaker for the American Water Works Association

Training Philosophy:
Improve the capacities of public servants to make government better.

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IPDMay 5, 2020webinar

BUSINESS ARCHITECTURE FOR THE SOCIAL SECTOR – FREE WEBINAR

Register Now For Our Upcoming FREE Expert Insights Webinar

Title: Beyond Business – Business Architecture for the Social Sector

Wednesday, June 3, 2020

12pm-1pm CENTRAL TIME

Join IPD Instructor Bao Do as he discusses the response of various countries around the world to COVID-19 and how pandemic management capabilities highlight the strengths and weaknesses of each country’s reaction.

  • Use business capability mapping to provide a means of early detection.

  • Consider how the maturity of business capabilities can lead to a more rapid response.

REGISTER NOW

Registration Must Be Completed By June 2, 2020

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ABOUT THE PRESENTER

Bao Do

Expert Areas:

  • Business Architecture
  • Business Analysis
  • Program/Project Management
  • User-Centered Design
  • Coaching/Mentoring/Development

Education/Professional Certificates:

  • Business Architecture Certificate from Metropolitan State University – St. Paul, MN
  • Certificate of Human-Centered Design from LUMA Institute
  • Bachelors of Arts in Psychology from University of Michigan
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IPDApril 20, 2020IPD Instructors

Dean Heltemes

 

 

Dean Heltemes

Expert Areas:

  • Business Architecture | Enterprise Architecture | Business Process Management
  • IT and Business Strategy Development | Strategy to Execution Planning | Collaboration with C-Level Executives
  • Global Team Building and Leadership | Large-Scale Budget Creation and Management
  • IT Infrastructure and Operations Leadership | ERP Modernization | IT Contract Negotiation
  • Program and Project Management | Sales Enablement
  • Industry Experience in Financial Services, Agribusiness, Commodity Trading, Energy, & Food Processing

 

Education/Professional Certificates:

  • Business Architecture Certificate from Metropolitan State University -St. Paul, MN
  • MBA from Carlson School of Management at University of MN
  • Bachelor of Science – Computer Science from St. Cloud State University

 

Relevant experience to topic areas:

  • Writer for the Business Architecture Institute
  • Builder of business architecture teams and programs
  • Practitioner of business architecture
  • Solution architecture
  • Enterprise architecture

 

Philosophy of training in a nutshell:

I believe that a blend of different teaching techniques is the best way to help people of different learning styles understand and apply new concepts.  I like to use storytelling and interactive group discussions to stimulate learning, coupled with hands on exercises to let people apply what they have learned.

 

Why instructor is excited about teaching at Metro State:

I am passionate about what business architecture can do and am thrilled at the opportunity to help people learn this exciting discipline at Metro State.  I love sharing my experiences and helping people to learn, and I know I will gain new insights from the class.

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Beth SchaeferMarch 10, 2020Business Architecture, For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Your Organization Needs Business Architecture | A Workplace Blog

Why Your Organization Can Use Business Architecture

Since business architecture is an emerging discipline, you may be hesitant to commit to paying for someone at your organization to attend business architecture training.  Here are 5 reasons why your investment would be wise.

Business architecture concepts can be used every day to help your organization grow and prosper.

Even if you do not have the role of  “Business Architect” at your organization, having people who understand business architecture will still be a benefit. Just like millions of people use project management tools as part of their daily jobs without the title of  “Project Manager,” your organization can benefit from the immediate use of the techniques and concepts learned in a business architecture certification course.

Business Architects are neutral problem-solvers that break down silos.

Business architects have tools that they can use at any point of a business problem to help business leaders and operational leaders define problems and solutions at a department level, a division level, or (ideally) an enterprise level. Business architects operate outside the silos that can hinder your organization’s ability to work cross-functionally toward one set of objectives.  Unless your organization is problem-free, you can use these skills and tools.

Business Architects draw the connection between where you are today and where you envision being in the future.

Besides tools, business architecture teaches people a new way of thinking.  It provides a lens that allows a business architect to ask the right questions that define a business strategy or growth opportunity and create the roadmap (literally, there are a variety of roadmaps) to show the way from the current state to future potential.

Business Architects get the strategy right the first time.

Do you sometimes roll out initiatives that miss the mark?   Do they create less value than anticipated, or do they actually make things worse for your customers?  Business architects learn about relationship management.  They find out who needs to be at the table and heard before strategic initiatives get speeding along in the wrong direction.

Business Architects help you prioritize resources.

Does your organization have more improvements and initiatives than it has resources to invest in? Business Architecture can help your company align its resources (people, data, technology, and processes) with what it needs to grow.

Do not wait for the official title. Do not wait for the official department. Do not wait to start using business architecture everyday in your organization because…

Business Architecture solves business problems!

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IPDJanuary 29, 2020IPD Instructors

Bao Do

Quoc-Bao Do (goes by Bao)

Expert Areas:

  • Business Architecture
  • Business Analysis
  • Program/Project Management
  • User-Centered Design
  • Coaching/Mentoring/Development

 

Education/Professional Certificates:

  • Business Architecture Certificate from Metropolitan State University – St. Paul, MN
  • Certificate of Human-Centered Design from LUMA Institute
  • Bachelors of Arts in Psychology from University of Michigan

 

Relevant experience to topic areas:

  • 11+ years of Business Architecture
  • 15+ years of Business Analysis
  • around 10 years of Project Management
  • around 5 years of Design Thinking

 

Philosophy of training in a nutshell:

  • Form, Function, and Fit

 

Why instructor is excited about teaching at Metro State:

  • I am excited to be teaching and learning at a growing and innovative institution. Metro State is one the few colleges to offer a course in Business Architecture.
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Beth SchaeferNovember 16, 2018Business Architecture, For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Leadership – How do you encourage Agile and innovation in a Bureaucracy? | A Workplace Blog

How does Leadership encourage Agile and innovation in a Bureaucracy?

By: Beth Schaefer    Director, Institute for Professional Development

Are you a leader supporting Agile efforts in a large traditional or bureaucratic organization? Let’s help each other.

I have Agile going on two fronts now – well, three if count our Agile training programs.

  1. My department is designing and building new business architecture courses with an agile or iterative approach. More on this in the next pocket agile blog.
  2. On the university org. chart, my department has been housed in the Center for Education Innovation (CEI) for the last two years. We are in talks of how to be agile in a government institution like a university.

What is the Center for Education Innovation (CEI)?

The Center is comprised of what I consider the most entrepreneurial of the university departments (although I am sure some would argue otherwise) because they are departments that say, “yes” to new ideas and then figure out a way to do it.  As department leaders, we are all calculated risk takers.

  • The CEI Current status?

Up until now, despite being under the same org. chart umbrella, our departments have largely worked independently of each other or, at best, done some ad hoc, as-needed collaborations.   We do talk about making sure we maintain a culture of innovation, and we have loosely defined what the elements of that culture need to be.

  • CEI Future state?

As often happens on the organizational maturity continuum, we are looking at moving from ad hoc to standardizing or making our innovation efforts more intentional.  We have started informal discussions on what the value proposition of the CEI should be, who the CEI customers are, and who (what other departments or roles) might be necessary to enable CEI to be Agile and innovative amid a large bureaucracy.

So, here are my big questions –

  1. If the Agile approach is a necessary component of innovation, how does one blend Agile with bureaucratic processes?
  2. If we start formalizing our CEI to better navigate existing processes, at what point, is the CEI no longer entrepreneurial and just another branch of the bureaucracy?

What is your best lesson learned to share with the rest of us? I am curious to hear from you.  

To help, I found this snippet in a longer article in the Harvard Review called Agile at Scale.  I think it provides an interesting intersection between agile pockets and traditional organizational structure.

When leaders haven’t themselves understood and adopted agile approaches, they may try to scale up agile the way they have attacked other change initiatives: through top-down plans and directives.

The track record is better when they behave like an agile team. That means viewing various parts of the organization as their customers—people and groups whose needs differ, are probably misunderstood, and will evolve as agile takes hold.

The executive team sets priorities and sequences opportunities to improve those customers’ experiences and increase their success. Leaders plunge in to solve problems and remove constraints rather than delegate that work to subordinates. The agile leadership team, like any other agile team, has an “initiative owner” who is responsible for overall results and a facilitator who coaches team members and helps keep everyone actively engaged.

I have sent this article to the other directors under the Center of Education Innovation umbrella, and await their thoughts as to our next steps.

In addition, I am interested in knowing other leaders successes or failures.

Please comment on our LinkedIn or Facebook pages.

 

 

 

 

 

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Beth SchaeferOctober 2, 2018Business Architecture, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Is Pocket Agile a Thing, or Did I Just Invent It? | A Workplace Blog

Is Pocket Agile a Thing, or Did I Just Invent It?

Or – Is it OK to be Agile Lite?

By: Beth Schaefer    Director, Institute for Professional Development

I hesitate to say that I am practicing Agile because I have not been formally trained in Agile. And, I work in higher education – an industry not known for being quick to change.

So instead, I say that I am making iterative changes – much less official – no standardized rules or manifestos to follow if one is just growing and improving in an iterative fashion.

However, when I look at my project list, I have lots of opportunities to be Agile:

  • Changing a classroom experience in business architecture into a virtual experience
  • Working with IT professionals to determine my university’s role in recruiting and retaining a talented pool of IT workers for Minnesota
  • Partnering with clients to design effective training experiences

Of course, like the rest of you, Agile is on my radar these days – and as it moves out of IT and software development to infiltrate other parts of organizations*, my interest grows.

So, what are my next actions steps to become officially Agile?

Step 1: Get over the idea that Agile is only for software development.

Over the next few months, I will focus my blogs on how Agile is being used in:

    • HR
    • Marketing
    • Designing Office Space
    • Business Office Efficiencies

Step 2: See how the Agile Manifesto can apply to education and training.

Applying the Manifesto outside software development may label me Agile Lite, but I will do it anyway. I will post it once I have it completed.

Step 3: Take a class to learn more about Agile and its methodologies.

My department has 5 project instructors with expertise in Agile and Scrum and all with their own opinions. They will provide information for me to choose the path that works best for my department and eventually (hopefully) my organization.

Step 4: Innovate and improve – iteratively.

For now, I need to move iteratively. I have recently moved to being OK with iterative change rather than “flip the switch” change, so we will start pockets of Agile and continue to research if “Pocket Agile” can work in a non-Agile organization.  Yes – more future blogs

* Here are some articles on using Agile across organizations – both pros and cons.

An Operating Model for Company-wide Agile Development from McKinsey&Company by Santiago Comella-Dorda, Swati Lohiya, and Gerard Speksnijder

While this blog is to sell their product, it does provide some good talking points that may be useful for describing the Agile maturity of your own organization. In addition, there is a handy chart that illustrates differences in structures, interactions, roles, and budgeting between traditional organizations and agile ones.

Can Big Organizations Be Agile?   From Forbes by Steve Denning

Steve says “yes.” And, not only Agile but entrepreneurial.  He shares examples of where it is happening, including Ericsson, Spotify, Barclays, and Microsoft – including lessons learned by our own CH Robinson’s Agile transformation.

Bring Agile to the Whole Organization. From Harvard Business Review by Jeff Gothelf

Jeff starts by stating that we are all in the software business now. He provides some examples of HR and finance can change their structure to support Agile entrepreneurial employees.

Embracing Agile from Harvard Business Review by Darrell K. Rigby, Jeff Sutherland, and Hirotaka Takeuchi

This team of writers makes an argument for training executives to understand Agile to move agile out of pockets and spread across organizations.

Agile training for executives from Institute of Development at Metro State

 

 

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Beth SchaeferAugust 14, 2018Business Architecture, For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Value the Voice of Customer | A Workplace Blog

By: Beth Schaefer    Director, Institute for Professional Development

It happened again last week.  I was at a meeting where a policy revision was announced.  As the policy changes were being laid out, several people in the room had questions that did not have answers.  It became clear to me that the customer had not been included in the policy redesign.

And, it eventually became clear to the person presenting the new policy.  As the questions were being asked, I could see the “ah ha moment” occur.  The lightbulb went on that the policy had addressed a symptom of the problem and not the actual root cause of the problem.   So much so that the person said, “The real problem here is….”  The policy went back to the drawing board.

I get it…  

  • You may not think you have customers for internal processes.
  • You already have a pretty clear idea of what will work and getting customers involved takes time – You can roll things out faster if you just do it.
  • Your department owns the process. You know best.
  • Your department has the power to set your policies.
  • Not every little change needs to be a big deal.

I, too, am tempted to just get things done. I love crossing tasks off my checklist.  I want to skip the meetings, the feedback, the extra time and extra steps – besides, it is not like I can every make everybody happy.

I do not think making everyone happy can be a goal, but even spending a little bit of time on customer viewpoint will reap benefits.

The Voice of Customer (VOC) Benefits:

  • The customer’s voice focuses on the root cause of the problem/opportunity.

As you talk with your customers about the problem you are solving, they can help you with their struggles.  The nuances that they bring to the problem will ensure that you are solving the root cause of the problem rather than addressing a symptom.  For instance, maybe you will discover that the process is sufficient, but nobody is aware of it.  Better communication, not a new process, would solve the problem.

  • The VOC can make solutions better.

The variety of viewpoints that customers bring to the problem can be an opportunity to be creative with your solution.  When you use something every day multiple times a day, you may get tunnel vision.  Opening your perspective can help you use a new lens to view a routine situation.

  • You avoid rework.

Solving the wrong problem.  Designing a process that is too cumbersome. Coming up with a partial solution.  These are all mistakes that can be avoided if you take the time to seek feedback from the people who will use the policy or process.

  • Customer voice determines the communication plan.

The best solution can be lost with bad communication.  Understanding who your customers are and how they use the policy or process should help you tailor the communication on the change.  It should tell you the best method of communication.  It should tell you where to store the information for reference.  It should tell you the level of detail and the vocabulary you need for people to understand the change.

  • Identifying your customers helps you implement the policy or process.

Audience is important for buy-in.  You can make any changes you want, but if people do not buy into the change, you have more work on your hands.  Yes, you can order people to do things, but, people have tactics to resist – especially here in the passive/aggressive Midwest.  Do these sound familiar?

  • I did not know we had started that yet.
  • I could not find the new policy/form/process.
  • I was on vacation, so I did not know.
  • I tried, but my computer would not open the (document, form, link).
  • I was using the new process, but (insert name here) did not know about it, so I quit doing it
  • The old way is easier and faster; I do not have time for the new way
  • I am waiting for the official training before I start
  • My supervisor has not told me to start that yet…

I could go on and so could you.

Even the smallest changes can benefit from some feedback.  Think of your VOC as an accordion.   If the change is small, spend a little bit of time on VOC.  If the change is large, spend a lot of time on VOC.  And, the larger the impact, the more time I would spend on determining your value proposition – matching your solution to get gains for your customer pains.

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Beth SchaeferFebruary 28, 2018Business Architecture, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Do You Cultivate Trust? | A Workplace Blog

Do You Cultivate Trust?

By: Beth Schaefer    Director, Institute for Professional Development

Last week, I attended a seminar by Daryl Connor, Building a High Impact Change Practice.  It was sponsored by the Minnesota Change Network – a great group.  Check them out if you love leading change or have a passion for organizational development.

Mr. Connor presented on what he calls a High Impact Trusted Advisor (HITA). The role of the HITA is to help leaders make informed decisions; it is not about being responsible for leaders’ decisions.

The presentation was in the context of the HITA being a change consultant. His discussion was about criteria that a consultant (either internal or external) could use to determine if they were truly a HITA or if they were more in an operational role, and what actions one should take to become a HITA.

I left the session with much to ponder, and where my pondering led me was that his message applies to a much broader audience than just change consultants or organizational specialists who want to be HITAs.

Disclaimer: I should be clear here that Mr. Connor may disagree with my observations and conclusions. I encourage you to research Mr. Connor’s theories for yourself.

Instead of thinking about Connor’s questions and whether or not my organization considers me a HITA, I thought more about my leadership style and started wondering if I, as a leader, create the space for HITAs to flourish. Should all the onus of honing HITAs be on the advisors themselves? I think not. Organizations should be creating the space for HITAs to flourish.

What would the question list look like for leaders to evaluate their ability to cultivate HITAs? This is a list I came up with based on Connor’s presentation:

1. Do I seek input on important decisions?
• Do I take responsibility and make “the call” based on the input, or do I continually spin?
• Do I give credit to my advisors when the call is a good one?
• Do I take the heat when I make the wrong call?

2. Am I open to honest input?
• Do I seek out input from the people who are “experts” or have expertise in areas where I need input?
• Do I provide opportunity for people to build expertise and earn credibility?
• Do I value input that contradicts what I expected to hear or wanted to hear?

3. Do I share information? Note: As always, time and place should always be factored in when sharing information; however, the best advice needs to be given within a context, so as a leader, provide as much context as you are able.
• Do I trust my people with information that provides the whole context?
• Do I try to provide information in a nonbiased manner so that my advisors can offer their unique perspectives?
• Do I share information early enough in the process to take bold recommendations forward?

Mr. Connor finished the presentation by telling HITA, “Who You Are is as important as What You Do.” I would say the same would apply to leaders. If you want to be submersed in a culture full of HITAs, start with evaluating your character and actions.

 

 

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