As a coach she conducts workshops for a broad range of companies and non-profit organizations enabling them to improve teamwork, employee personal development of their employees and workplace atmosphere. She is specially focussed on all the leadership subjects and works with leaders on their struggles.
Beside Companies. She also coaches individual clients in these areas with a focus on regarding fields, especially to supporting them to take the next steps in their career and to follow progress along that path.
Additionally, she is an active Member of Panda Women Leadership Network and nushu female network, platforms offering a broad network to support women for in their personal development and to build up strengthen their career.
Sanaz worked before as a lobbyist for the Federal Association of Dentists in Germany, and previously worked as International Strategy Consultant for companies like PwC and B-Lue (a BCG-Spinoff and now Bain & Company). Prior to that she worked as a dentist in Germany and the Netherlands. She holds a PhD in dentistry.
Umbrex is pleased to welcome Stacye Thrasher Brim with STB Consulting. Stacye spent about 2.5 years consulting with Booz Allen Hamilton prior to opening her own consulting firm in 2014. Her firm provides strategic planning, portfolio governance, project management, and process improvement consulting to small- to medium-sized organizations and nonprofits to help them establish the direction of their organization, optimize their investments, and ensure their projects deliver business value.
She lives in Atlanta, Georgia and when she’s not tackling client needs she enjoys yoga, reading, and serving as the Board Chair for Bearings Bike Works, a local nonprofit youth development organization. Stacye is a certified in each of her service areas – Project Management Professional, Lean Six Sigma Green Belt and a Kaplan-Norton Balanced Scorecard Certified Graduate (Strategy Management). She is happy to collaborate on projects.
In this evergreen and ever useful post from Christophe de Greift, he provides the key questions an executive should ask a data analyst to ensure they can deliver what is required.
Voice recognition, interview robots, real-time movie recommendations, advanced data analytics are a part of our everyday lives and cannot be ignored by the 21st century manager. The potential benefits for the company are found along the chain of value, from purchases to after-sales, through talent management.
To reap these benefits, an organization must develop diverse capabilities in data management, analytics and planning for example. Each of those capabilities represents a challenge in itself, but I would like to address another major obstacle to adopting advanced analytics in this article: executive confidence in the outcome. Indeed, the most valuable algorithms such as ‘deep learning’ in artificial intelligence are also the least understood, generating a natural fear of misuse that an executive must overcome before being able to properly use those tools.
Hiring the best scientist is not enough to avoid going from artificial intelligence to artificial stupidity, since the knowledge and business judgment of the senior executive is essential in the decision-making process supported by data analysis.
I learned during my years of consulting that asking the right questions is complex but powerful… Therefore, I recommend a list of questions for the executive to ask throughout the decision-making process, from problem conceptualization to conclusion.
Key questions include:
- How do we ensure random selection of data?
- Using what criteria do we filter inconsistent or atypical data?
- Why is the algorithm used the most suitable?
Read the full article, 10 Questions to Trust a Data Analyst, on Christophedegreift.com.
Tirrell Payton explains the difference between a project mindset and a product mindset and which one may be the better strategy during market shifts and disruptions.
Digital” continues to grow in importance as a first class business discipline, just as important as marketing, finance, or strategy. Therefore, product management has become more important as the primary lever to bring digital products and services to life. Given that, more organizations have begun to shift their thinking from a ‘project’ mindset to a ‘product’ mindset.
While the difference may seem semantic in nature, the implications can be substantial. A project mindset precludes a beginning, middle, and end of a project with a defined scope. A product mindset precludes orientation around the customer, and continuously evolving the offering to stay aligned with customer wants, needs, and opportunities to delight. The organizations that can best align themselves with customers are the organizations that win in the digital economy.
According to Gartner, “Digital product management is a blend of art and science, an emerging discipline that expands the scope of the product manager’s role. Organizations that embrace and invest in this discipline are better-equipped to capitalize on market shifts and changes in business dynamics, including disruptions.
Key points include:
- Think in problems, not solutions
- Think in experiments, not analysis
- Deliver value, not features
Read the full article, Seven Tips to Accelerate Product Mindset Shifts, on LinkedIn.
Umbrex is pleased to welcome Alex Jacobs-Hajian. Alex is a C-Level Strategy and Operations Management Consultant focused on Mergers and Acquisitions, Deep Technical Know-How, and Business & Legal Acumen
• Program and Project Management
• Client Relationship Management and Value Realization
• Digital and Technology Strategy
• Lean Six Sigma Certified
• Resources and Utilities
• Communications, Media, and Technology
• Healthcare and Life Sciences
• Government and Public Service
Umbrex is pleased to welcome Bernhard Heine with Professional Business Coaches. Bernhard Heine is a Business and Executive Coach at Professional Business Coaches, Inc., (PBC, Inc.) a company he founded to help business owners and leaders achieve their vision. Bernhard has more than 30 years of experience working collaboratively with business partners in all phases of business management, restructuring and transformation, particularly in: strategic planning, marketing and sales, organizational design, engineering consulting, project management, coaching and facilitation.
Prior to forming PBC, Inc., he was Executive Director for Strategy and Business Development for eight years at Textron Inc. His responsibilities included: advising senior leaders, facilitating meetings and training sessions, leading strategic planning initiatives, conducting corporate and business strategy assessments, and screening attractive industry and business growth opportunities.
Prior to joining Textron, he was principal at Alliance Consulting Group, an e-business strategy consulting firm. Prior to that, he worked six years at Coca-Cola in Germany; advising the CEO and his staff on restructuring the German bottling system and implementing new marketing and sales strategies. Before Coca-Cola, he was a management consultant with the Boston Consulting Group, an international management consulting firm (also in Germany).
Bernhard started his career at a marine transportation consulting firm where he worked globally as a marine engineer on commercial shipbuilding projects, especially in Japan and South Korea.
Bernhard holds a BS in marine engineering from the US Merchant Marine Academy in NY. He also holds an MBA from Harvard Business School and is a Certified Professional Business Coach with the Professional Business Coaches Alliance, Certified Legal Practice Coach, and Authorized Client Builder Sales Trainer. Bernhard has also achieved the “Master Coach” designation from the PBCA in Sales, Coaching, Leadership, Marketing, and Exit Planning.
Stephen Redwood explains how organization design projects can fail to meet their objectives.
It’s a funny thing, but when it comes to the subject of organization design the first question clients usually ask me is: “How can we not screw this up?”Not unreasonably, clients recognize how unsettling these projects can be. They know that, too often, the results can fall short of expectations, so they want to minimize disruption and increase the odds of success.
In this article, points covered include:
-“Men are Moved by Two Levers Only: Fear and Self Interest”
-What The Eye Doesn’t See The Heart Doesn’t Grieve Over
-Broken Rearview Mirrors
-Everyone has a best friend
Read the full article, How Do Organization Design Projects Get Messed Up, on LinkedIn.
Robyn M. Bolton provides a few inside tips on how to work with resource constraints and the people who control them when you need to access the resources that will fund your innovation.
The process of setting annual goals and budgets can be frustrating and even demoralizing for employees and managers alike as their visions and budgets get slashed in each round of management reviews.
This process can be especially painful for Innovators who feel like they are expected to do more with less and, as a result, can’t even try to do anything new or game-changing because they barely have the resources to operate the current business.
Resource constraints are a reality in every organization. The trick is not to give up when you run into them, but to figure out how to work with them and, more importantly, the people who control them.
The steps are:
-Know where there’s flexibility
-Channel your inner Mick Jagger
-Make your case
Read the full article, 4 Steps to Get the Resources You Need to Innovate, on LinkedIn.