• Simon Cohen
    Simon Cohen
    schedule 1 year ago
    Sold Out!
    45 mins
    Talk
    Beginner

    If you've never worked at or seen a high performing team, it is difficult to know what to do to get yours started. This talk will give you a basic recipe for forming the working agreements that can lead to a high performing and self managed team. By weaving together both theory and the practical experience from Spotify's way of doing things, we will go on a journey that will give you both the ingredients and the techniques to get cooking. 

  • Liked Tathagat Varma
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    Minimum Viable Coaching: an experience report

    Tathagat Varma
    Tathagat Varma
    schedule 1 year ago
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    20 mins
    Experience Report
    Intermediate

    In May 2015, I got involved in coaching a products organization in improving their agile practices. This was a unique coaching experience for me because of some interesting experiments that I did:

    • I focused on coaching and literally zero consulting. 
    • My coaching stance was only limited to showing them the way, initially training them on the essence of agility, and later on to simply shine light on areas that needed their attention, and if needed, share ideas from the industry.
    • I spent just 1day every month with the teams to only focus on my coaching sessions, and a few hours during that time to review the progress.
    • The teams and the leadership would decide on what they wanted to do, and how much they wanted to change.

    In ~6 months that I coached them, I found that the team has matured to a very high level of self-organization. They changed their process, their key roles and responsibilities, and self-organized into a very high-performing teams (which was corroborated not just from the high-energy levels of their teams but also the project metrics).

    I call this model Minimum Viable Coaching, and it was helpful in demonstrating how a coaching could be made extremely effective if there is a client who is willing to trust its team in their ability to self-change, with minimal guidance (more of direction than really support) from an external coach. It also requires a coach to think in terms of minimum self-interests (read commercial interests) but focus on what will make the client successful in the long run.

    In this experience report, I will share my approach and experiences, and offer some ideas on how the coaching can be elevated to a true coaching where the enterprise becomes self-organizing on their own.

  • Liked Raj Karunakaran
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    Building a Agile Culture - Our experience at Philips

    Raj Karunakaran
    Raj Karunakaran
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

     

    At Philips, we have been focusing on shifting organizational mindset and behavior and incorporating an Agile mindset.

    It is a normal practice for organizations to adapt Agile by first conducting Agile training for teams, adapting Scrum ceremonies and mechanically applying Agile practices. The biggest challenge that an organization faces is on how to shift the mindset of the team and the leaders towards Agile. Moreover how to shift the people practices, that have been strongly aligned to traditional set up.

    It is important for organizations to understand that Agile is a cultural shift and additional interventions should be introduced to make this cultural shift. 

    At Philips we looked at various aspects to bring in a holistic shift in the culture, mindset and behaviors :-

    • The first step was towards building a purpose driven organization with a strong vision that intrinsically motivates people towards creating customer value – rather than being too focused on financial results and internal metrics.
    • Secondly, for Agile teams to be successful, focus is on mowing the ownership to the teams. This includes teams to not just acclimatize Agile values and principles but also to start driving the change. This involved creating change practices and interventions that facilitated this process.
    • A culture change is a transformation in team behavior and competence. The team should be able to adapt and give feedback to each other on these competencies. Feedback souk is now getting embedded as a regular ceremony.
    • To shift the ownership to the team, the traditional organization structure needs to change. Traditional hierarchical structures represent flow of control and authority that is top down. Lateral Career paths are making way to Career Lattice. Managers have started playing the role of facilitators and performance coaches. 
    • The people practices like hiring, performance management, learning and development, recognition practices, decision making process are getting transformed to allow a bottoms up approach.

    We are seeing that the real shift in culture happens when organization become truly external and customer  focused and shifts its focus from internal controls to more flexibility.

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