North Texas Leadership Development Academy
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Strength based Leadership

The desire to make a lasting impact drives most to want to lead. Leaders are found in every aspect of life. They lead countries, organizations, communities and families. The best leaders get to live on because of the way they have shaped your thoughts and beliefs. Your life may be forever altered by an effective leader

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Destructing CALMS approach to IT Culture - Secret of Transformation

The culture of an organization is crucial before jumping into automation. Automation is a noble goal, but should go in hand to solving the cultural aspects of your business. The development team and the operations team must change their way of operations for DevSecOps to be implemented. Companies need to embrace change or perish. But what’s the best way overcome the barriers to transformation?

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DevOps - CALMS approach to Transforming IT

Through 2015, 80% of the risks associated with attaining DevOps program objectives will stem from how organizational change is managed. DevOps represents a change in IT culture that makes different risk and investment trade-offs to achieve rapid IT service delivery through the adoption of agile and lean practices in the context of a system-oriented approach. Still, DevOps velocity ultimately rests on the ability of processes and technologies used by different IT organizations to integrate at key points along individual departmental life cycles. Key to building a DevOps-oriented mindset within IT is selecting and hiring the right people. A DevOps-oriented person is not just technically adept.The goal is to maintain the same levels of control while moving more quickly through the processes. This blog will highlight the CALMS approach to Transforming IT and sharing the five best practices for DevOps Transformation.

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The need of Continuous Learning & Development Skills in Cooperate Programs today

Continuous learning and development for knowledge workers is important for modern companies. In today’s age of learning and development, the online content, collaboration tools, and social media fuel a training model where employees can share their knowledge and skills freely. Traditional employee training is being revolutionized by flipped classrooms, learning-centric models, and an explosion of content delivered over a variety of new online and mobile platforms. This article reviews corporate knowledge sharing theories and explores a new training and learning model for corporate learning. The new model highlights the challenges companies must meet to create development programs that really work for their employees. The article illustrates the new learning and development model and programs and the value to the organization’s innovation and productivity. 

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Positive Attributes for Corporate Knowledge Management

Effective corporate training and knowledge sharing depend on a positive and constructive knowledge management environment. Davenport, De Long, and Beers (1998) and Davenport and Prusak (1998) identified eight common attributes that contribute to a successful knowledge management (KM) implementation based on their studies of successful KM projects. There are eight contributing factors to KM success: A knowledge-oriented culture, technical and organizational infrastructure, senior management support, link to economic performance or industry value, clear vision and language, nontrivial motivational practices, standard and flexible knowledge structure, and multiple channels for knowledge transfer.

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