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The Transformation Sprint methodology provides a customer-focused analysis process in which leaders can learn about how their digital operating model should and can evolve.

Agile transformation processes are a learning journey to produce a generative (learning) model. In an Agile setting, the plan should unfold along with experience.

Sprints with specific time spans are intended to circumvent scope-creep or other insidious ways that a project can overrun.

In Agile practice, showing and talking about work is a crucial part of the process. Transformation Sprints visualize Issues, Priorities and Points for Debate in notes posted on meeting room walls.

This article describes the Agile concepts that make a digital Transformation Sprint a potent addition to innovation practice.

To facilitate the cultural and technical changes that are a hallmark of successful digital transformation, a few leading-edge firms have adopted the principles of FLOW-Agile. 10; 10; 10;

The FLOW framework formalizes a visual representation of a company’s adaptive value-seeking process being implemented by Agile teams. 10;

In FLOW-Agile, the aim is to make all processes visible on the walls of operating units and to allow employees to collaborate in constant process redesign so they are continuously defining the best way to get work done.

A case example shows how Paddy Power Betfair, an online betting site, initiated a completely new system of open, visual and collaborative project and process design that now serves more than 3.5 billion application program interface (API) requests every day.

For leaders to guide their companies through the transition to digital culture, a sea change for established businesses, they must be able to understand and explain that culture in the context of the values and the flows of work that make digital-age companies successful. To facilitate the cultural and technical changes that are a hallmark of successful digital transformation, a few leading-edge firms have adopted the principles of FLOW-Agile, an adaptation of the Agile framework designed to enable small teams to accomplish rapid iterations of customer-focused projects in a networked system. The FLOW framework formalizes a visual representation of a company’s adaptive value-seeking process being implemented by Agile teams.

The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the new locus for creating value. And how that networked interaction is accelerating the shift of value creation towards the experiences of individuals who want to define choices in a manner that reflects their view of value and their own expressions of personalization. 10;

The article explains that every enterprise is now faced with the challenge of learning how to create valuable impacts of experienced outcomes through smarter, connected offerings and the networked interactions of individuals.

Instead of having fixed economic value, offerings are increasingly a means for the dynamic creation of experience value through ongoing and new types of networked interactions.

Rather than simply elevating the user experience of a good or service, the co-created experience itself becomes the product.

The Starbucks and Burberry examples suggest how offerings are being enhanced by interactive technologies that open up new sources and avenues of experience value creation. The article explains how any enterprise can now adopt a strategy of ‘capabilities as a service’ by innovating its own ecosystems of customer and stakeholder experiences.

This bibliography contains references to papers, conference proceedings, theses and books dealing with finite strip, finite prism and finite layer analysis of structures, materially and/or geometrically linear or non‐linear.

This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005

Westland Industries completes 100th door for Jetstream 31 Production at Westland Industrial Products Limited, the Weston‐super‐Mare based subsidiary of Westland Group, passed a significant milestone with the delivery of the 100th passenger airstair door for the British Aerospace Jetstream 31 regional turboprop airliner.

Production at Westland Industrial Products Limited, the Weston‐super‐Mare based subsidiary of Westland Group, passed a significant milestone with the delivery of the 100th passenger airstair door for the British Aerospace Jetstream 31 regional turboprop airliner.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.