ALL DEFINITIONS
Summary
Quote
Definition
Module
Agile Methodology: 1) Standups, 2) Sprint, 3) Create a Backlog.
In software development, agile (sometimes written Agile) practices include requirements discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s), adaptive planning, evolutionary development, early delivery, continual improvement, and flexible responses to changes in requirements, capacity, and understanding of the problems to be solved.
Module 4
The right or condition of self-government; different from independence; it means acting with choice — which means we can both be autonomous and happily interdependent with others.
Module 2
A private certification of for-profit companies of their "social and environmental performance.” Certified by B Lab.
Module 6
A prioritized features list that contains a short description of the functionality needed to develop a working version of a product. In scrum backlog, the list might not be complete when it is being created in the first place.
Module 7
For-profit corporation authorized by 35 U.S. states and the District of Columbia, where the "best interest of the corporation" is specified to include impacts that have positive impact on society, workers, the community and/or the environment in addition to profit.
Module 6
Black carbon consists of pure carbon in several linked forms. It is formed through the incomplete combustion of fossil fuels, biofuel, and biomass, and is one of the main types of particles in both anthropogenic and naturally occurring soot. Black carbon causes human morbidity and premature mortality. Because of these human health impacts, many countries have worked to reduce their emissions.
Module 6
Corporate governance is the system of rules, practices, and processes by which a firm is directed and controlled. Corporate governance essentially involves balancing the interests of a company's many stakeholders, such as shareholders, senior management executives, customers, suppliers, financiers, the government, and the community.
The Universal Purpose of a Company in the Fourth Industrial Revolution. Under this model, companies would: Pay their fair share of taxes, show zero tolerance for corruption, uphold human rights throughout their global supply chains, and advocate for a competitive level playing field — particularly in the “platform economy.”
Module 6
An incubator for people’s development such as an emphasis on company culture, genuineness, personal growth, self-organization and transparency.
Module 2
A methodology for creating or improving products, services and experiences grounded by the needs of the user rather than whims of the creator.
Module 4
A unique form of innovation that changes societal behavior (Creative Destruction)
Module 3
A design sprint-like event to design a “Hack”; often, in which computer programmers and others involved in software development, including graphic designers, interface designers, product managers, project managers, domain experts, and others collaborate intensively on software.
Module 4
A management practice that’s designed for how we work today; it transforms outdated command hierarchies into agile, self-organizing networks.
Module 2
It “Incorporates human behavior into product design”, where the main tenant is empathy for the consumer.
Module 3
A series of experiments to confirm or disprove a hypothesis and Identify value. Delivers a measurable conclusion and enables continued learning. Enables continuous feedback from the key stakeholder—the user—to understand the unknown-unknowns. Enables us to understand the evolving landscape into which we progressively expose value.
Module 4
Environment where the best idea wins. (Better than democracy or autocracy; all ideas are NOT created equal and is NOT an autocracy where there is one leader.
Module 2
A Japanese concept that centers around what you live for. Ikigai is originally derived from two words. Iki means life, and gai (from the word kai meaning shell) simply means the realization of hopes and expectations. It is a sense of purpose and wellbeing. If you find your Ikigai, you have a greater chance of living a meaningful life and everyone has their own Ikigai, which is basically our existence.
Module 8
Any innovation initiative that is done to signal that innovation is happening but that doesn’t have significant business impact. Artificially inflating value proposition and/or product and/or marketing.
Module 4
Lean is a way of thinking about creating needed value with fewer resources and less waste. And lean is a practice consisting of continuous experimentation to achieve perfect value with zero waste. Lean thinking and practice occur together
Module 4
A business operating on a very small scale, especially one with a sole proprietor and fewer than six employees.
Module 2
A version of a product with just enough features to be usable by early customers who can then provide feedback for future product development. Avoids lengthy and (ultimately) unnecessary work. Respond to feedback approach, challenging and validating assumptions about a product's requirements.
Module 4
Promotes an information age mindset toward innovation that runs counter to the secrecy and silo mentality of traditional corporate research labs. Use of the term 'open innovation' is in reference to the increasing embrace of external cooperation in a complex world.
Module 4
Open-source economics is an economic platform based on open collaboration for the production of software, services, or other products.
Module 4
Successful exchanges between organizations and their workers around defined opportunities for professional development, training, mentorship, project participation, networking, promotion, diversity, and inclusion.
Module 8
Someone overzealously enthusiastic towards something. Wanting to be recognized for your love of something.
Module 7
Creating systems that are open, without being afraid of other people (or your employees) seeing what you do or say. Created by Ray Dalio in 1993.
Module 2
Managers carry these 7 imperatives:
• Infuse meaning to inspire people, guide the enterprise, and enrich humanity.
• Unleash potential to engage the fullest capability of each contributor to flourish.
• Embrace individual customers to offer each one just what they want, need, and desire.
• Liberate creativity to engender instinctual innovation throughout the enterprise.
• Orchestrate vitality to sustain value creation in the ever-emerging opportunities before the enterprise.
• Effect creative destruction to regenerate the enterprise organically, as a matter of course, in creating distinctive value.
• Achieve coherence to continually generate enterprise vitality through practices tailored to its enacted circumstances.
Module 4
Regenerative businesses use a systems-thinking approach to protect human capital and public resources; it uses a holistic, complete, integrated, comprehensive, definitive, and harmonious framework. The enterprise must engage flourishing people in regenerating them to thrive in the long-term. This revolutionary way of managing engages people to flourish in producing self-vitalizing enterprises capable of thriving indefinitely.
Module 4
When experienced managers actively seek out the council and advice of younger, less experienced staff members.
Module 8
A set of practices used in agile project management that emphasize daily communication and the flexible reassessment of plans that are carried out in short, iterative phases of work.
Module 7
A leadership philosophy in which the goal of the leader is to serve; a servant leader understands that purpose is the jet-fuel that drives the organization and its members; they treat individuals like peers and have a person- and human-touch that they bring to the organization. This mindset is common among great leaders.
Module 2
As it relates to Agile Standups; it is the expectation that other members will call you out if you don’t properly explain what you did yesterday, what you are doing today and any impediments you might encounter
Module 7
VERY IMPORTANT FOR GEN-Z. A shift from a focus on shareholder value to an emphasis on a broader stakeholder value in order to driving long-term shareholder value. Many leaders struggle to make the business case for "doing good.” Six SVC drivers: Consumers, talent, communities, investors, and governments are setting higher standards.
Module 6
A person that can articulate their solution with passion and intelligence the way that other companies cannot; social entrepreneurs often find new and innovative ways solutions.
Module 2
This state is analogous to a company that is run by "benevolent master" who secure the needs of the people and watches over their fate, creating an "orderly, gentle, peaceful slavery" under an administrative despotism
Module 4
A Sprint is a time-boxed period during which a Scrum team must complete an amount of work.
Module 7
Kickstarts the Sprint by outlaying the work to be performed by the Sprint. The resulting plan is put together by the collaborative work of the entire Scrum team. Sprint Planning is an event that defines what can be delivered in the upcoming Sprint and how their work can be achieved. It kicks off the Sprint.
Module 7
Someone who has a stake in the company, regardless of whether that individual actually own shares.
Module 2
A person’s innate preference for not doing something different from what they’re doing today.
World’s Largest Start-Up Acceleration Platform. Roughly 65 Accelerators around the world. An accelerator is an incubator on steroids. An incubator is a real-estate model, and an accelerator is where you accelerate start-ups through intensive mentoring and network and capital infusions and leveraging global communities of investors and strategic partners. One of the sub-elements of TechStars is the “Powered by TechStars” Brand.
Module 3
Calls to action may be able to mobilize broad segments of society, regardless of age or politics
Module 6
A growth strategy framework by McKinsey that you can use to think about the future of your company.
Module 4
The three-legged stool is an analogy for three things all businesses need to sustain long-term success. All businesses need “Raving-Fan Customers,” “Gung-Ho Employees,” and “Financial Success.” Without any one of the three, the business will fail just like a three-legged stool will fall without one of its legs.
Module 4
Where you learn through immersing yourself in a particular topic or environment.
Module 8