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toggle navigation open limits about our services news our team our partners contact integrate collaborate communicate open limits since 2002 we have helped our clients to successfully tackle the biggest challenges of constantly evolving organisations. how to: build and sustain real communication up and down the hierarchy inspire collaboration across diverse, specialist, remote, ever-changing groups and teams develop strong, authentic leaders who can integrate processes, projects, technology and relationships our services management & leadership development organisation development project management business process & service delivery improvement the art of leadership business simulations team coaching executive coaching philippa and her company, open limits, were recommended to me because of their innovative approach to team development through the use of simulation exercises. i'm so glad i listened to the recommendation because not only are philippa and nigel very easy to work with, and very capable, but their apollo 13 simulation exercise has been very well received by the 60+ people in the department. the simulation gets people talking about processes and information sharing and cross team communication skills, but philippa brings it all to life to provide, as one of my team put it, "the best course ever". alan shrimpton, interim ict transformation manager british transport police news press release : the phoenix project devops simulation launch the consultancy organisation open limits is pleased to announce its uk launch of a brand new business simulation ‘the phoenix project’, on 15th june 2016 at bcs, the chartered institute for it, london offices, located near covent garden the simulation is based on the best-selling book called ‘the phoenix project’ that has inspired many thousands of business leaders to implement digital business transformations in their organisations. the project on the day is played in four rounds whereby attendees are given roles which include it support, it development, cio, qa, security, cfo, retail operations and head of hr. participants at the event will take a role, and share in the decision making, change planning and implementation, in a continually evolving, complex, political business environment, with stakeholders with varying degrees of understanding of – and buy-in to – digital transformation. open limits are inviting senior managers from across it, as well as from different business functions, plus a number of industry specialists and experienced devops practitioners. jan schilt, the simulation designer, will be coming over from the netherlands to facilitate at the event, and the day will be introduced by jon buttriss ceo of bcs learning & development ltd, part of the institute. jon buttriss, ceo of bcs l&d ltd, part of bcs, the chartered institute for it, said, "the role of simulation projects is vital in terms of providing organisations with innovative business solutions. organisations which adopt the right devops methodology and agile processes can ensure they have a successful edge over competitors in the digital age.” open limits are a consultancy and learning organisation who help develop enterprise-savvy technical specialists and digital-savvy organisation leaders. it explores together how to bring in lean agile work flows and real collaboration within the it function and across the business. for more information on open limits visit: www.openlimits.com download the phoenix project devops sim outline pdf read more build an offshore windfarm looking for something challenging for a memorable and productive senior team event? we have just launched a new business simulation, designed in collaboration with hr (hydraulics research) wallingford and using their world class facilities. the team challenge: to lead the project to build a state-of-the-art 200 turbine offshore windfarm, and handle high levels of technical and business complexity, multiple environmental risks and challenges. the combination of the open limits proven approach to team facilitation and project leadership development and hr wallingford’s extraordinary facilities has created a real winning formula. a group of senior executives and seasoned project leaders from many different organisations and sectors helped us to pilot the event. we were keen to ensure that the activities were authentic and stimulating, and the learning opportunities sufficiently rich and relevant to today’s leadership and project team challenges. below are some of the learning points shared by the group, with many thanks to all for allowing us to share this knowledge. learning outcomes from the pilot group not to ignore the “feel” element of project leadership. find the right balance between ‘think/feel/do’ – in our culture it’s all about the doing the time spent discussing how we felt, especially at the start of the project was fascinating. we used words like ‘vulnerable’, ‘confused’, ‘overwhelmed’ and yet we are all experienced professionals! it was cathartic and built personal confidence and team trust to talk about how we felt. it helped us to spot and correct mistakes and misunderstandings before they had a ripple effect across the projects. not easy for a bunch of engineers! proper planning and delegation of work is not bureaucracy – it is energising and creative if done properly. if you include more people in the planning phases, they learn from the experience and you reduce the communication overhead silos really are a killer on projects! even in this simulation, as soon as we had people in different rooms, doing different things, different sub-cultures and knowledge areas emerged. it then took extra time we didn’t have to bring everyone back to the same language/goals/approach. not to mention the annoyance and resentment that people felt when they realised they had duplicated work. all of which, if avoided, makes considerable impact on timing and quality of delivery and on team energy and commitment. magnify all of that into the real world of our multiple projects and programmes and global organisation … in the simulation we were able to reflect on the first session and improve on the second. – we need to make time back at work for reflection sessions like this at key points in a large project’s lifecycle. the time and cost of this is a fraction of the time and costs saved. you have to feel and see it to believe it. as technical specialists we tend to dive into the ‘doing’ far too quickly. by doing this we leave our key stakeholders wondering whether we are actually up to the job of delivering the business benefit. when we spent time engaging with key stakeholders we earned their trust and they stopped ‘micro-managing’ us. agreeing how to communicate across the remote teams was key. when we over communicated, at the wrong time, we actually distracted people from doing their work, and annoyed them. the problem was that management desperately needed that information, but we hadn’t explained the criticality. making mission critical decisions, you have to take the extra time to consult with the people on the ground. the installation crew were not consulted on the decision to turn the ship back to harbour, they had information that could have saved the mission but management did not ask them! we need to consult further ‘down the tree’ and make sure we are making decisions based on valid information. it is motivating and educational for the teams involved and makes management look like it listens and cares! testimonials ‘a huge amount of information to take away that is relevant to my role and i can use’ (tony appleton - business development director, parsons brinckerhoff) ‘an excellent opportunity to develop leadership skills. one day was not enough!’ (nick podevyn - senior project manager, res-offshore) ‘impressive, and great fun!’ (neil wimbledon - head of projects & strategic systems, british gas) ‘the ship simulator was amazing and really

URL analysis for openlimits.com

https://www.openlimits.com/cdn-cgi/l/email-protection#137d7a74767f3d7b727f76537c63767d7f7a7e7a67603d707c7e2c606671797670672e51667a7f77362123727d3621235c7575607b7c6176362123447a7d777572617e362123567d62667a616a
https://www.openlimits.com/#portfolio
https://www.openlimits.com/#contact
https://www.openlimits.com/cdn-cgi/l/email-protection#c6afa8a0a986a9b6a3a8aaafabafb2b5e8a5a9ab
https://www.openlimits.com/#page-top
https://www.openlimits.com/#partners
https://www.openlimits.com/#about
https://www.openlimits.com/#team
https://www.openlimits.com/#services

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Domain Name: openlimits.com
Registry Domain ID: 89079747_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.gandi.net
Registrar URL: http://www.gandi.net
Updated Date: 2017-01-03T15:14:13Z
Creation Date: 2002-08-06T10:33:16Z
Registrar Registration Expiration Date: 2018-08-06T10:33:16Z
Registrar: GANDI SAS
Registrar IANA ID: 81
Registrar Abuse Contact Email: [email protected]
Registrar Abuse Contact Phone: +33.170377661
Reseller: Gandi.net
Domain Status: clientTransferProhibited http://www.icann.org/epp#clientTransferProhibited
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Registrant Organization:
Registrant Street: Obfuscated whois Gandi-63-65 boulevard Massena
Registrant City: Obfuscated whois Gandi-Paris
Registrant State/Province: Paris
Registrant Postal Code: 75013
Registrant Country: FR
Registrant Phone: +33.170377666
Registrant Phone Ext:
Registrant Fax: +33.143730576
Registrant Fax Ext:
Registrant Email: [email protected]
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Admin Name: Domain Tech
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Admin Email: [email protected]
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Tech State/Province: Paris
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Name Server: ANYCAST1.SWORDDRAWN.COM
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DNSSEC: Unsigned
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  REGISTRAR GANDI SAS

  REFERRER http://www.gandi.net

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STATUS
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  CHANGED 2017-01-03

  CREATED 2002-08-06

  EXPIRES 2018-08-06

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