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What are examples of implementing Lean startup to R&D business?

General Electric, with its $493B in assets and 200,000 employees worldwide, is doing exactly that. And it’s exactly this kind of progressive thinking, entrenched in GE’s DNA, that sees the company enter its 125th year in a commanding position, ranking eighth in the 2015 Fortune 500 list.With one third of listed companies facing de-listing in the next five years, it’s no wonder that GE is looking to change the way it thinks, makes decisions and delivers outcomes, in order to keep up with the rapid pace of change disrupting every industry.GE is fast becoming a model of how to implement lean startup in a large organisation.Eric Ries, author of the Lean Startup, a new solution development methodology that has radically transformed the way startups get products to market, approached GE with a simple question, after introducing a group of stakeholders to the philosophy that was rooted in software development.“Is this something you can use to make things like turbines and jet engines, as well?”Rather than simply shoot down Eric’s question, GE got testing. They put together several new product introduction (NPI) teams at Crotonville, the company’s leadership institute. Eric was brought in and taught the teams how to apply the methodology.When asked whether this was something that was applicable to their respective businesses, the resounding response was “yes”.But How?As soon as team members returned to their respective business units, their ideas and new ways of working were quickly squashed. They realised that applying lean startup would not only require training but a cultural shift in the organisation.GE promptly created its Fastworks program - geared towards the successful adoption and use of lean startup philosophy across GE.Step one? Get senior leaders, “the top 5,000”, trained and educated in lean startup. This formed part of a roadshow that Fastworks’ co-founders and partners Viv Goldstein (Business Innovation) and Janice Semper (Human Resources) embarked upon, together with Eric Ries and David Kidder (author of The Startup Playbook). You’ll note that the partners together represent methodology and culture, not just one or the other.The Fastworks team spent 2 days with senior leaders teaching them all about lean startup and this was not without its challenges. Many senior leaders have spent years at GE and most grew up with Six Sigma and as such were process driven, perfectionist and anti-variation. The lean startup sessions were as much as about challenging them to think in a different way as much as they were about lean startup methodology.Getting Buy-In from Senior ManagementBecause of the structural hierarchy of GE, getting senior stakeholder buy in was criticalto the success of the program. Getting support at purely a grassroots level wouldn’t be enough to get traction.However, recognising the benefits that grassroots employees could bring by way of testing projects and gathering proof points, they could take these validated learnings as ‘money in the bank’, so to speak, and say “here is the impact, here is the evidence” to obtain real and ongoing support from senior stakeholders.They quickly realised that Eric Ries is just one person and that they needed to bring the expertise in-house. As such, GE created a community of coaches and trained them to build the expertise internally.Was there a specific plan to train ‘X’ amount of teams and coaches? No, GE essentially applied the lean startup principles to its rollout of this program.“Let’s start small, learn and build it up from there” says Semper.GE’s different businesses own Fastworks, as opposed to it being a top down corporate initiative, which supports buy in. They are given a framework but are allowed to determine how many coaches, who becomes a coach, whether it’s a part time or full-time role and so on.“Here’s the framework - it’s up to you how you want to own it.”While this was initially uncomfortable for a lot of people because it requires judgment, it also gives them ownership, critical to buy-in.They’ve found that both part time and full time coaches can work in varying degrees.What about non-tech companies?“This absolutely works outside of technology and software and GE is a great proof point for that”, having applied the philosophy in areas such as transportation, energy and finance.It’s not just about training people“What we learned at Crotonville early on is that as soon as people went back to their business they struggled to use the methodology”, says Semper. “You need to think more broadly about your organisation and the ability to make sure that behaviours and culture can support the application of a lean startup approach.”Questions to ask:will lean startup behaviours be permissible and rewarded?does performance management support lean startup?what are your expectations of your leaders in supporting lean startup?what competencies do you need to develop?like health and fitness, a holistic approach is required to successfully implement lean startup - a personal trainer is pointless if your house is full of high carb, sugary temptationsEverything must be aligned with this way of workingAt GE, limiting characteristics that embody the values of its people are failure not being an option, an addiction to being right and a lack of customer-centricity and empathy when developing new products. Why engage customers when you have all the answers right?Semper zeroed in on these cultural challenges and started to attack them by creating a new belief system that aligned with the Fastworks and lean startup principles.This belief system was summarised by the following:empower and inspire each othercustomers determine our successstay lean to go fastlearn and adapt to windeliver results in an uncertain worldThis was supported by senior management projecting to their people that “this is what we believe”.New beliefs underpin new behaviours and these new behaviours are critical to the success of lean startup in a large organisation.Performance management system was out of synchGE’s performance management system was representative of your standard run of the mill linear system. The type where goals are set and reviewed once a year. In order to support the very experimentation and adaptability that lean startup advocates, the performance system had to also embody these values. GE is currently moving towards a more adaptable system where ongoing management is stressed over once a year check-ins.Still, there are challenges as one would expect of a company the size and scale of GE - 200,000 diverse employees across 175 countries.But the results speak for themselves...ResultsTransport: Using lean startup, GE developed and commercialised a new engine based on regulatory changes brought on by the EPA. It got to market 2 years before its competition not only resulting in significant cost savings, but bettering the EPA’s requirements. This positioned them extremely well with customers, gave them first mover advantage.Energy: GE developed a gas turbine which enabled it to deliver the most efficient, low cost energy solution it could to customers and it decreased development costs by 60% by doing so!In its Industrial business GE:reduced time of NPI by two thirdsreduced time to customer validation by 80%The latter not only represents a significant cost saving but also frees up NPI funds to reinvest into new ventures, rather than over-invest building the wrong thing and scrambling to find budget for new projects. This snowball effect enables GE to explore a much higher number of new innovations and products in a much shorter time-frame with much lower expense.Positive Impact on Employee MoraleIn a time when customer churn can cost organisations more than$50,000 per person, improving employee engagement and therefore retention is also top of the agenda for most HR managers. Implementing lean startup means that employees are engaged on projects that are delivered quicker and actually realise benefits. This is light years away from traditional, waterfall based ‘transformational’ projects.Funding ProcessThe Fastworks process has been embedded into operations.If an employee has an idea they add it to a growth board and seek seed funding to validate their idea. If validated, then the employee qualifies for additional funding. If invalidated, then things simply stop (stopping anything at GE is also something that was counter-cultural before lean startup reared its head). Now, if a customer says that a new product or feature wouldn’t create value for them, the project isn’t pursued. Makes sense, in retrospect.On RegulationI often hear leaders from regulated organisations say that “it’s impossible for us to implement lean startup - it’s too risky, we’re so regulated.”The fact is that lean startup is a de-risker.The cost to go to market with a regulated product is higher than normal, given the compliance requirements and checks that need to take place.“Using lean startup allows us to mitigate risk before putting things to market - it is a risk mitigant that applies across our healthcare, transportation, finance businesses (and so on)”.By testing quickly, we are taking lots of small bets rather than few large ones and only going to the regulator with products that weknow our customers have an appetite for.Australian health insurer Medibank tested appetite for its Gym Better product by sending employees out to a busy shopping strip in plain clothes with iPads trying to sell a fictional product under the guise of a fictional company to passerbyers and gym goers, purely to gauge customer interest. If somebody wanted to buy on the spot they were simply reminded that “sorry, this doesn’t actually exist but thanks for your cooperation - here’s two movie tickets!”This approach cost much less than jumping through regulatory hoops and putting a product to market that there is not enough appetite for.On Why“Look at the level of disruption that’s happening in our industry. It’s unprecedented and it’s happening today. If we don’t change we run the risk of becoming obsolete in less than a decade.” This is the reality that’s communicated to influencers at GE to inspire their jumping on board the good ship lean startup.We make it clear that “this is not an initiative, this is a fundamental way we are changing how we make decisions, how we work together, how we align with customers, how we hold eachother accountable”, says Semper.On CollaborationRemote teams are a nature of the beast that is GE.The company created a Fastworks site within GE where methodology, proof points, stories, tools and coaching resources are available. Digital training is also being rolled out to move this way of thinking beyond just project team.s.On StartupsOn startup culture, Semper says that GE has learned two fundamental things:Startups are extremely purpose driven and have a strong connection to the companyDedicated co-located teams achieve amazing thingsShe has been exploring ways to replicate these startup traits within GE.The underlying message is clear - if an organisation the size of GE can implement lean startup, then chances that your organisation can too.

I am an M.Tech graduate and have been placed in VMware and Amazon in India. Which is the best place to work in terms of quality of work, work life balance, perks, etc.?

A research done by global job site Indeed says that Google,Bharat Heavy Electricals Limited(BHEL) and State Bank of India(SBI) are the top 3 best place to work in India.Indeed also released the list of 50 places to work in India in the year 2017 based on thousands of company reviews from its employees.The list is as follows-1.Google2.Bharat Heavy Electricals Limited(BHEL)3.State Bank of India(SBI)4.Amazon5.Marriott International6.Intel7.American Express8.IBM9.Tate consultancy services(TCS)10.Hyatt11.Cisco12.Microsoft13.SAP14.Bank of America15.Hewlett Packard Enterprise16.HP17.Tate Steel18.JPMorgan Chase19.Unilever20.Bharti Airtel21.UnitedHealth Group22.Apollo Hospitals23.Fidelity Investments24.Cognizant Technology Solutions25.Hilton26.Siemens AG27.Accenture28.EY29.Adobe30.ABB31.Convergys32.ADP33.Tata Motors34.GE Corporate35.Deloitte36.Philips37.Bharat Electronics Limited38.Standard Chartered Bank39.Wells Fargo40.Oracle41.Citi42.Dell43.Ericsson44.AT&T45.Asian Paints46.Tata communications47.Reliance Industries48.HSBC49.Nokia50.Thomson ReutersIndeed has over 15 million company reviews globally and these companies are the most highly rated on overall employee experience.Indeed India Managing Director Sashi Kumar says-Company reviews can greatly impact a job seeker's decision on where they apply.While compensation and job security are always on top of mind for employees, we are seeing strong company culture and sense of community becoming just as much of a priority.The ranking is on the basis of both overall and across individual categories as determined by reviews left by visitors to Indeed on individual company pages.

Who are the best senior startup HR executives in Silicon Valley, and why?

Bad decisions made early on — if you choose the wrong partners or hire the wrong people, for example — are very hard to correct after they are made. It may take a crisis on the order of bankruptcy before anybody will even try to correct them. As a founder, your first job is to get the first things right, because you cannot build a great company on a flawed foundation.”― Peter Thiel, Zero to One: Notes on Startups, or How to Build the FutureThough HR is not a glamorous position, it is an essential one. Arduous policies, poor recruiting, blunderous hiring, and awkward, unresolved workplace conflict can kill a company from inside out. On the other hand, streamlined processes, useful resources and employee training, aggressive recruiting, selective hiring, team building, and the right culture creation can turn a company into a "mafia" and coworkers into family.Below are the 5 best senior HR executives working at startups in Silicon Valley.Allison Hopkins (Silicon Valley)Allison Hopkins, the Chief People Officer of Hampton Creek, a food technology company backed by Peter Thiel[1] and praised by Bill Gates,[2] is an HR wizard. With more than 25 years of experience as a "human resources leader in start-ups, pre-IPO and Fortune 500 technology companies," Hopkins' career has been nothing short of impressive.[3]Before joining Hampton Creek, Hopkins served as the VP of Human Resources at Netflix and VP of Human Resources at E*TRADE, both while the companies were experiencing hyper-growth. Previously she founded Core Elements, Inc., providing HR and internal communication consulting to the world's largest technology companies. "Core Elements was nominated consecutively for four years as one of the fastest growing privately-held companies in Silicon Valley. Allison was also nominated for the Leadership California and YWCA’s Manager of the Year awards."[4]Andrew Stoe (Silicon Valley)Andrew Stoe is Head of Talent at Asana,[5] a $280 million company founded by Dustin Moskovitz and Justin Rosenstein that provides an "application designed to help teams track their work"[6] Asana is well known for fantastic great workplace culture,[7][8] perks,[9][10] and intelligent employees.[11]Prior to joining Asana, Stoe worked as Head of Recruiting & HR at Rockmelt and as Ebay's Recruiting Lead for two and three years respectively.Christine P. Wu (Silicon Valley)A licensed California attorney and the Senior Manager of People Operations at NerdWallet, a disruptive personal finance start-up, Wu is an exceptional HR Director with a special penchant for mitigating legal risk.[12] In the past, Wu served as the People Operations Team Lead at Dropbox, Chief Evangelist at Kynded, the Lead HR Business Partner of Global Sales at Google, Manager of Human Resources at Seven Networks, and Manager of Human Resources at Perfect Commerce.Greg Pappas (Silicon Valley)The Chief People & Culture Officer at Zscaler, an internet security company used by 6,000+ organizations and valued at "well north of $1 billion,"[13] since Sept. 2013, Pappas has overseen explosive but selective company expansion resulting in the company's 500+ employee count and continuous 100%+ year over year growth. Before joining Zscaler, Greg Pappas worked as Chief People & Culture Officer at Specialized Bicycle Components, as VP of HR at CyberSource, Packeteer, Extended Systems, Pearson English Business Solutions, and Pegasystems.[14]Anna Binder (Silicon Valley)As VP of MuleSoft, a software company that provides iPaaS through its product, APIhub, Binder is responsible for recruitment, talent retention, and acquisition integration. MuleSoft is often noted for its terrific employee culture[15] and was named a "Best Place to Work" by GlassDoor in 2014.[16]Before joining MuleSoft, Binder was the "VP of Client Services and Human Resources at Readyforce, a professional network for college students. Prior to Readyforce, Anna was the VP of People at IronPort Systems (acquired by Cisco) where she was responsible for designing and building the culture and people programs as the company grew to 700 people in 25 countries." In addition to an HR Director, Binder is a "business advisor, frequent speaker and community leader on topics of leadership, culture and scaling organizations," and serves as the Vice Chair at Emerge California.[17]As a bonus, I also included 5 more terrific senior startup HR executives who are not located in the San Francisco Bay Area.Liz Liu (Los Angeles)Liu, began working as a General Startup Talent Intern & Sourcer at Scopely, "the leading touchscreen entertainment network," in Oct. 2012. Four promotions and two years later, she is now Scopely's Senior Manager of People Operations and Head of Culture where she oversees its 200+ employees and directs its robust hiring. Before joining Scopely, Liu was an account manager at Tesla Motors' Zoom Vision Care division, an assistant project manager at Intero Real Estate Services, and a Marketing and Creative Services Coordinator at ABC News.Pamela Perry (Orange Country, California)Pamela Perry is the the Chief People Officer at Kareo, a cloud-based medical office software and services platform built for small practices that processes over $6B in medical billing for more than 30,000 medical providers a year.[18] In her tenure, Perry has overseen the acquisition and talent integration of DoctorBase and has kept organizational and structural pace with Kareo's phenomenal growth.[19][20] In 2015, partly due to Perry's efforts, Kareo was named a "Best Company to Work for in 2015" by Glassdoor[21] and a "Top Workplace" by the Orange County Registar.[22]Prior to working with Kareo, Perry was the VP of HR at Appriss, Global VP of HR at Internet Technology Group, Senior VP of HR at CB Richard Ellis, VP of HR at Carrmark, and Director of HR at Pharmacia.Nina Roth (New York City)The first HR hire and ninth employee at Oscar Health Insurance, Roth has been integral in building up the company's 200+ employee base and its $1.75 billion valuation. In Feb. 2015, Roth was promoted from Office and Talent Manager to Manager of People Operations where she now oversees employee training and on-boarding, culture development, facilities operations, and corporate social impact.[23]Ciara Lakhani (New York City)The Head of People & Culture at Compass, a start-up trying to ease the process of buying, selling, and renting a home, Lakhani is "responsible for selecting and building people capabilities to enable business success and growth" by developing leaders, shaping culture, and enhancing HR programs.[24]Prior to joining Compass, "Ciara was a Human Resources Business Partner at GE's Corporate Headquarters" where she "covered a diverse mix of teams in GE Capital," "worked on the Corporate Audit Staff," and supported "1250 employees across multiple locations." Before that, she worked as "Manager of Human Resources" at Nexion Health and received her MBA in Finance and Management from the Wharton School and a B.S. in Psychology from SUNY Geneseo.[25]Elise James-Decruise (New York City)As Senior Director and Head of Global Training at MediaMath's New Marketing Institute, the educational wing of MediaMath, Elise James-Decruise oversees "company-wide education initiatives, program development and individual certification programs" on topics as diverse as "Digital Marketing, Programmatic 101, Omni-Channel (video, mobile, social), Demand Side Platforms (DSP), Data Management Platforms (DMP), TerminalOne Marketing Operating System, Optimization, Industry Best Practices and Train the Trainer (TTT)." [26]In addition to her work with the NMI, James-Decruise is the founder of the AthletesWork Academy, a "3-day leadership and career exploration workshop to train high school and collegiate athletes for future career." Prior to joining MediaMath, James-Decruise served as Macys.com's Learning and Development Manager and Manager of Internal Learning & Development Communications at KPMG.Footnotes[1] Page on angel.co[2] Future of Food[3] Page on crunchbase.com[4] Page on crunchbase.com[5] Page on linkedin.com[6] Asana (software)[7] These Are The Best Employee Benefits And Perks [8] In the Asana company values, what does "chill-ness" mean?[9] What is lunch at Asana like?[10] Zenefits' new CEO just banned employees from drinking alcohol at the office[11] What is it like to work at Asana?[12] Page on linkedin.com[13] Zscaler[14] Leadership Team | Zscaler[15] How To Create A Great Corporate Culture: Lessons From MuleSoft[16] MuleSoft Named a Best Place to Work by Glassdoor[17] Team | MuleSoft[18] Kareo[19] Kareo Named on Deloitte's 2015 Technology Fast 500[20] Press Detail | Press | FDG Stripes[21] 50 best companies to work for, according to employees[22] Orange County Register Top Workplaces 2015 - List of winners[23] Page on linkedin.com[24] Page on linkedin.com[25] Find A Home You Love[26] Page on linkedin.com

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