To transform your business, put more efforts into growing your people

The focus of my talk is how managers could put effort into building high-performing and motivated teams during a (digital) transformation.

When planning for a transformation, we often don’t think about how the cultural changes impacting our “workers” and “managers” when adopting unfamiliar technologies and new ways of working. The focus is quite often on processes, technology and how it can make money for the organisation. Employees come second, third… or often they are not even talked about.

But we can’t transform the business without our people. My talk will introduce basic but proven and effective thoughts and techniques, how we can help teams to be happier, more motivated and still transform together with our business.

 
4 favorite thumb_down thumb_up 2 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

18 minute Ted-type talk with clear takeaways.

  • Topic introduction
  • Research and own experience how motivated teams can deliver better outcomes
  • Technical skills are important, “soft skills” are even more important
  • Setting challenging goals, clear priority and involve the people
  • Forget transformation, embrace evolution
  • You alone can’t transform (or evolve) the business. But together with your people, you can.

Learning Outcome

The learning outcomes are simple and powerful.

  • Understand why happier teams deliver better results
  • Understand, how building on strengths and ambition is more important than improving weaknesses
  • Understanding why you need to build a super team (and not to build a team of superstars)
  • Understand why people need to be deeply involved in the transformation
  • Understanding a few techniques for growing trust.
  • Rather than transform from A to B, build an environment where people can continuously learn and grow

Target Audience

CIO’s, Organisational Change Managers, Project Managers, Team Leaders

Prerequisite

An open mind

schedule Submitted 1 week ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Venkatraman L
    By Venkatraman L  ~  3 days ago
    reply Reply

    Hello Gabor, 

    Thanks for your proposal. Does this focus on digital transformation or in general about the team dynamics? 

    Is this a customer-vendor environment that you would be focusing on, or would it be more of a product team / company that is looking for a digital transformation.

    Would be interesting to know as the challenges on either side of table would be different. Hence the query.

    Thanks

    Venkat

    • Gabor Devenyi
      By Gabor Devenyi  ~  3 days ago
      reply Reply

      Hi Venkat, 

      Thank you for reviewing my submission. 

      My previous speeches were focusing generally about team dynamics. In this submission I am planning to introduce

      • partially general team dynamics - where most of the researches are conducted and
      • partially business transformation (digital / agile) - where most of my own experience is.

      The talk is product team / company focused, I don't have customer-vendor relation in my current material (which indeed would be interesting as well). 

      Thanks, 

      Gabor


  • Liked Mihail Sestakov
    keyboard_arrow_down

    Mihail Sestakov - Running Shared Services Teams: DevOps, Infrastructure, Security, Networking

    45 Mins
    Talk
    Intermediate

    Shared Services Teams, such as DevOps, Infrastructure, Security, Networking, etc., for a variety of reasons do not receive agile training and coaching specific to their needs. This often results in failure to consistently deliver expected outcomes, resulting in costly delays in overall delivery, often undetected until it is too late.

    Shared Services Teams are expected to simultaneously:
    - build assets, such as delivery pipelines, networking, cloud, infrastructure, etc. on time and on budget, and
    - support Agile Development Teams and Operations, often at short notice.

    These two different types of tasks are typically managed in the same way and usually as a dual priority Kanban, which is not addressing their different nature, thus causing costly delivery delays.

    This talk explores this Dual Nature of work and the difficulties arising from addressing both types by a single team. The lecture presents experience with Coaching different types of Shared Services Teams.

    It shows ways how their specific needs can be addressed at various agile maturity levels, including areas such as Governance, Capacity Optimisation, Supplier Reliability and Support Mix Optimisation.

  • Liked Dr. Padmavathi Bhamidipati
    keyboard_arrow_down

    Dr. Padmavathi Bhamidipati - Role of Servant Leaders in Agile Transformation

    45 Mins
    Talk
    Advanced

    Scrum Masters (Servant Leaders) play a major role in Enterprise Agile Transformation. We cannot pronounce that an organization is agile unless its culture and mindset truly changes to Agile. A Scrum Master being representative of Management to a Scrum team play a major role in the Enterprise Agile Transformation.

    I would like to discuss the role of Servant Leaders in the Enterprise Agile Transformation and how they play key role of torchbearers in the agile transformation.

    Scrum Master role is very important in the age when many of the enterprises are transforming to Agile. As per the statistics available, 34% of the Enterprises are already transformed and using a couple of Agile Practices, 36% of the enterprises considering following some of the agile methods in their organizations to deliver business value and increase the ROI's and 30 are not in the race at all.


    This is the right time for the Scrum Masters for an enterprise Agile March past to take the culture and mindset to the DNA's of the enterprises.

  • Liked John Le Drew
    keyboard_arrow_down

    John Le Drew - Diversity, chocolate and safe cracking.

    John Le Drew
    John Le Drew
    Owner
    Wise Noodles
    schedule 4 weeks ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    Diversity. It's the topic of the hour. Organisations are all putting 'diversity' and 'equal opportunities' on every job ad. But, for some organisations it still seems to be a struggle.

    What's the goal? Do we want diverse teams because it's the "right thing to do" or is it "good for our teams and organisations"? Are we hiring minorities to keep up with quotas or our competition?

    This talk will engage the audience in a frank discussion on what diversity is, why we need it and how we might achieve it. Guiding attendees through the latest research with practical exercises to demonstrate the issues and open discussion to find answers to the following questions:

    • What does diversity mean? How does it relate to me?
    • Why does diversity matter in effective teams?
    • How can teams where everyone is different be effective?
    • How can we increase diversity in our organisations?
    • Is positive discrimination a feasible and ethical way to achieve diversity in our organisations?
    • How can I employ a diverse group, when they are not applying?

    Diversity is no longer just a moral imperative, it's critical to effective organisations.

  • Liked Mahesh Varadharajan
    keyboard_arrow_down

    Mahesh Varadharajan - How We Learnt to Stop Worrying and Live with Uncertainty

    20 Mins
    Talk
    Beginner

    Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi-year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This, led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.

    My session will cover ideas and lessons learnt, on how did we succeed while working with large-scale program engagements, when multiple teams, geographically distributed, had to come together to deliver a solution.