• Venkatraman L
    Venkatraman L
    schedule 1 year ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    The role of Leadership in organisation's Agile transformation is a critical piece. Yet many organisations struggle to find the right balance between top-down vs. grass-root transformation. I would like to share an experience where we were able to achieve fairly good grass-root movement, but had serious challenges building the agile mindset at the leadership level. While the leadership was trying to help with the best of their intentions, certain actions, behaviours and patterns did affect the spirit of agility. If you are keen to hear about typical leadership anti-patterns during agile transformation and some pointers on how to avoid them, this session is for you.

  • Dan R Greening
    Dan R Greening
    schedule 1 year ago
    Sold Out!
    90 mins
    Workshop
    Intermediate

    We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

    Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

    Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

    In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

    This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.

     

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