Do we always point all the reasons of failure in transformations to mindset change. Is it our one go to whenever we face a wall or failures and is it true? In this session we will look at what is mindset change, and how sometimes it could be insecurities and territorial dominance.

  1. We will talk about a few examples of areas and people where it was thought to be a mindset problem, but how not always that aspect is the key player
  2. Ways to identify the problems that seem like mindset - and create a cloud over the actual problem and how it deviates us from solving the real issue, this is why most organizations feel that we cannot make a mindset change
  3. What can we do to overcome them to make the change

Presentation of a few real life examples to support the findings

 
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Outline/Structure of the Talk

The reasons for transformation failures or slow down which are considered to be mindset but are not

What is the key element that differentiates these problems from mindset

Why have we over hyped mindset problem

How we can identify the difference and solutions

Real life examples - portraying the problems and how they are pushed under the carpet of mindset

Learning Outcome

To have more successful transformations by identifying the key issues

To be clearer on what can be termed as mindset and what is not

Tips and guidance on what to watch out for that looks like a mindset culture issues

Target Audience

All

Prerequisites for Attendees

Agile and scrum knowledge, leadership experience or exposure, Transformations or undergoing transformation

schedule Submitted 4 months ago

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    Collaboration spaces, agile floor-plans, open office plans....love it or hate it, you can't ignore it.

    From our experience across various companies - some with 6 feet high cubicles walls to some with completely modern collab workspaces - we would like to share what seems to work and what doesn't.

    We would also link it to underlying mindsets and cultures and when and why some spaces seem to work better than others.

    We would also give examples of very high collaboration in very silo-ed workspaces - and when and why that works!