Pre-Conf Workshop

Mon, Mar 18
Timezone: Asia/Kolkata (IST)
09:30

    Registration - 30 mins

10:00

Agile Mindset

Tue, Mar 19
Timezone: Asia/Kolkata (IST)
08:30

    Registration - 30 mins

09:00
10:15

    Coffee/Tea Break - 15 mins

10:30
11:30
12:00
  • Added to My Schedule
    keyboard_arrow_down
    Mattia Rapisarda

    Mattia Rapisarda - The new age of work

    schedule  12:00 - 12:20 PM place Jupiter 2 people 39 Interested star_halfRate

    I’m 22years old and I have started to work between 17 and 18 years old. I’m a freelance and an enterpreneur.

    There are a lot of differences between the approach of my dad to the world of work and mine. The world of work has changed and it’s changing.

    The company which I’m co-founder count a network of about 20 professionists who callaborate with us in different way and in different countries. All people are under 28yo and for us it’s normal: emergents leadership, different countries, "pull" approaches, continuous feedbacks,...

    So:

    How young people are approaching the world/culture of work? Are the new generations naturally surfing complexity?

  • schedule  12:00 - 12:20 PM place Neptune people 66 Interested star_halfRate

    Agile Principle # 12 defines that at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. From Scrum to Kanban and other agile frameworks, this is accomplished through retrospectives and continuous improvement processes. The key to being a successful agile practitioner is to identify areas of improvement and then experiment ways of improving it. But it doesn't stop there; positive improvements ultimately become success stories for other teams and motivates them to experiment with newer ideas which eventually leads to innovation. A negative outcome isn't bad either since it adds to the experience of situations where ideas may not apply. Thus the key to this process lies in being a child, an explorer, and inculcate an experimentation mindset. The SLICE framework addresses this in the following way:

    • S hare: Share an area of improvement
    • L earn: Explore the area for ways of improvement
    • I mplement: Search & apply the learning to identify the success factors
    • C ollateral: Publish blogs, white papers, presentations, etc. as observations of the implementation
    • E xpansion: Grow, Seed, and Split in order to explore new venues for success

    In this talk, I create an environment that inculcates an experimentation mindset and utilise the SLICE framework to drive the exploration.

12:30
  • Added to My Schedule
    keyboard_arrow_down
    Hendrik Esser

    Hendrik Esser - 10 years of transforming mindset

    schedule  12:30 - 01:15 PM place Grand Ball Room 1 people 105 Interested star_halfRate

    In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics.

    In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change.

  • Added to My Schedule
    keyboard_arrow_down
    Rashina Hoda

    Rashina Hoda - Becoming Agile vs Doing Agile (Research Talk)

    schedule  12:30 - 01:15 PM place Grand Ball Room 2 people 95 Interested star_halfRate

    After 20 years since the manifesto, the latest state of agile reports more than 80% of organizations as "still maturing" in their agile practice. As agile methods expand beyond small teams and software itself, we are still struggling to answer these questions:

    • Why is it that some teams are more 'agile' than others even though they all claim to be practicing agile methods?
    • What all dimensions need to change as teams, managers, and entire organizations attempt to become agile?
    • How do these dimensions interact with each other?
    • Overall, what does it take to become agile and how does that differ from doing agile?

    This talk is based on my original theory of becoming agile developed from 10+ years of industrial research of agile practice in New Zealand and India, which received the distinguished paper award at the IEEE/ACM international conference on software engineering (ICSE), in 2017.

    In this session, I will explain the key dimensions that need to transition during agile transformations, using industrial examples, and highlight what you can do to progress beyond simply doing agile, to harness the most from your agile transformations.

    This keynote will add a unique research perspective to the conference program, sharing agile research in an industry-friendly format and delivery style.

  • schedule  12:30 - 01:15 PM place Jupiter 1 people 32 Interested star_halfRate

    Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.

    Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.

    By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.

    How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?

    Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.

  • schedule  12:30 - 01:15 PM place Jupiter 2 people 29 Interested star_halfRate

    When one has fun at work, work becomes fun. However, daily pressures, metrics, KPIs, and what not, have dissolved the fun, and made work drudgery in various ways. This creates stress for individuals, in teams, and across teams, there is mistrust, unnecessary competition, blame, finger-pointing ….

    What better way to learn, and re-learn the basics of life, work, team-work - than to play a game, have fun, and correlate it with how life and work indeed should be treated as a game, and we should have fun in this journey. Only then can people truly succeed, and so can organisations.

    Here, we will play a game – “Collaboration - A Taboo!” – where you will –

    • Re-learn collaboration techniques via a game!
    • Learning applicable for individuals & teams, in small or big organisations
    • Re-live your childhood when playing this game

    Be prepared for a twist which will leave you thinking!

  • Added to My Schedule
    keyboard_arrow_down
    Aino Corry

    Aino Corry - Retrospective Anti-Patterns

    schedule  12:30 - 01:15 PM place Neptune people 75 Interested star_halfRate

    Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.

    Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.

13:15

    Lunch - 45 mins

14:00
  • Added to My Schedule
    keyboard_arrow_down
    Rocky Woestenborghs

    Rocky Woestenborghs - Scaling Enterprise Agility amidst Cross Border Merger

    schedule  02:00 - 02:30 PM place Grand Ball Room people 120 Interested star_halfRate

    ING has been a frontrunner in the banking industry for more than a century and aims to become 'one global ING' that delivers a consistent customer experience to all its customers across the globe. The bank has taken the first big step towards this ambition by uniting its two biggest countries – the Netherlands and Belgium. The project aims to create a single operating model across the border, with simpler, standardized processes and integrated activities that will improve operational efficiency and agility.

    While everyone acknowledges that mergers and acquisitions are an essential part of scaling an organization's impact, however, these are usually executed in a very top-down, waterfall-ish approach. Typically such initiatives don't embody any agile values or mindset. As a leader driving this change, Rocky will narrate the story of merging 2 agile organizations with more than 8000 people's workforce. He will share his experience on how the two countries are joining forces, pooling talent plus creativity to deliver one set of customer journeys on an integrated platform, that will result in a truly empowering customer experience.

14:45
15:30

    Coffee/Tea Break - 15 mins

15:45
  • Added to My Schedule
    keyboard_arrow_down
    Gaitis Kasims

    Gaitis Kasims - Regulations eat Agile for breakfast

    schedule  03:45 - 04:30 PM place Grand Ball Room 1 people 58 Interested star_halfRate

    Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed.

    When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users!

    We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral..

    As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile.

  • Added to My Schedule
    keyboard_arrow_down
    Kathy G. Berkidge

    Kathy G. Berkidge - Mindful agile – The heart of the agile mindset

    schedule  03:45 - 04:30 PM place Grand Ball Room 2 people 61 Interested star_halfRate

    We hear so much these days about the difference between being agile, and doing agile. It’s the agile mindset that enables teams, and organisations, to truly adopt the agile values and principles to reap real benefits, not simply do the agile practices and ceremonies.

    This session will discuss how mindfulness is the secret ingredient that enables the agile mindset. Mindful agile is the perfect combination of the agile mindset with mindfulness that enables teams and organisations to build an agile culture that truly embodies the agile values and principles. It allows teams to work together with greater cooperation to truly collaborate, overcome difficulties, share ideas, and challenge each other without falling into chaos and conflict. Through mindfulness, teams communicate more effectively, think more clearly and increase creativity that drive innovation. By attending this session, you will gain a practical understanding of why mindfulness is the essential ingredient for creating an effective agile culture.

  • Added to My Schedule
    keyboard_arrow_down
    Jutta Eckstein

    Jutta Eckstein / John Buck - Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisals

    schedule  03:45 - 05:15 PM place Jupiter 1 people 79 Interested star_halfRate

    There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.

    This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.

    The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.

    Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.

    Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.

  • Added to My Schedule
    keyboard_arrow_down
    Talia Lancaster

    Talia Lancaster / Angie Doyle - T-minus 10… 9… 8… We have lift-off!

    schedule  03:45 - 05:15 PM place Jupiter 2 people 48 Interested star_halfRate

    Getting new teams to work together is hard. Really. Hard.

    Is it because there is so much hype around new Agile teams? Or is it because there is such a focus on “doing things right” (or “doing” Agile right), that we forget about the people actually doing the work? Regardless of the reason, before we can change the way people work... we need to focus on the things that are important for teamwork to work!

    We believe that the key to high-performance teams is creating an intentional culture that respects and embraces diversity - whether it be race, gender, class, culture, age, beliefs, language, skills or background. So join us as we explore the Team Canvas – sort of like a Business Model Canvas for teamwork - covering nine essential teamwork elements:

    • Purpose - Why we are doing what we are doing?
    • People & Roles - What are our names, roles and responsibilities?
    • Common goals - What do we as a group want to achieve together?
    • Personal goals - What do I as an individual want to achieve?
    • Team values - What do we really stand for and believe in?
    • Needs and expectations - What do each of us need to be successful in a diverse team?
    • Rules & Activities - How do we communicate and keep everyone up to date?
    • Strengths & Assets - What skills do we have in the team?
    • Weaknesses & Risks - What are the weaknesses we have, as an individual and as a team?

    We will walk through our agenda for team lift-offs, facilitation posters and preparation work required, materials needed, and facilitation tips and tricks. All packaged in a handy pocket guide, that you can use to explore tried and tested techniques for each essential element. We will also have an opportunity to practice some of these techniques during the session.

    Get ready to lift-off your team in T-minus 10... 9... 8...

  • Added to My Schedule
    keyboard_arrow_down
    Ellen Grove

    Ellen Grove - Asking Over Telling: Using Humble Inquiry to Build Great Teams

    schedule  03:45 - 05:15 PM place Neptune people 106 Interested star_halfRate

    More asking, less telling. As an agile leader, adopt the approach of humble enquiry to build relationships, increase trust and collaboration, and deal with the challenges of organizational transformations.

    "Humble enquiry is the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person." - Edgar H. Schein

    Working in an agile way asks us to rethink how we relate to each other as we tackle complex problems and challenge the traditional structures of our organizations. Humble enquiry - the art of asking instead of telling - is a critical skill for agilists who seek to improve collaboration and address difficult problems head on. Inspired by Edgar H. Schein's book 'Humble Enquiry, this workshop will teach you the fundamentals of how to do more asking and less telling. Through mini-lectures and interactive exercises, we'll discuss the different types of questioning, consider the forces around and within us that inhibit our ability to ask instead of tell, and examine how this powerful technique can improve collaboration within agile teams as well as help to address some of the challenges of agile transformations.

16:35
17:30
18:30
  • Added to My Schedule
    keyboard_arrow_down
    Dave Farley

    Dave Farley - Taking Back "Software Engineering": Craftsmanship is not Enough

    schedule  06:30 - 07:15 PM place Grand Ball Room people 137 Interested star_halfRate

    Would you fly in a plane designed by a craftsman or would you prefer your aircraft to be designed by engineers? Engineering is the application of iterative, empirical, practical science to real-world problems. Craftsmanship is a wonderful thing, and as a reaction to the terrible abuses of the term Engineering in software development Software Craftsmanship has helped in our learning of what really works.

    The term "Software Engineering" has gained a bad reputation. It implies "Big up-front design" and "Mathematically provable models" in place of working code. However, that is down to our interpretation, not a problem with "Engineering" as a discipline.

    In recent years we have discovered what really works in software development. Not everyone practices approaches like Continuous Delivery, but it is widely seen as representing the current state-of-the-art in software development. This is because at its root CD is about the application of an iterative, practical, empirical, maybe even science based approach to solving problems in software development. Is this a form of software engineering?

    Software isn't bridge-building, it is not car or aircraft development either, but then neither is Chemical Engineering, neither is Electrical Engineering. Engineering is different in different disciplines. Maybe it is time for us to begin thinking about retrieving the term "Software Engineering" maybe it is time to define what our "Engineering" discipline should entail.

19:30

    Networking Dinner - 180 mins

Business Agility

Wed, Mar 20
Timezone: Asia/Kolkata (IST)
08:30

    Registration - 30 mins

09:00
09:45

    Welcome Address & Business Agility Day Overview - 15 mins

10:00
10:30
11:30
12:30
  • Added to My Schedule
    keyboard_arrow_down
    Mia Horrigan

    Mia Horrigan - Evidence Based Management – Measuring value to enable improvement and business agility

    schedule  12:30 - 01:15 PM place Grand Ball Room 1 people 106 Interested star_halfRate

    Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?

    Has product delivery improved?

    How much happier are users and the business customers?

    Are employees empowered and enabled?

    Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.

    Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.

    Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.

    Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.

  • schedule  12:30 - 01:15 PM place Grand Ball Room 2 people 69 Interested star_halfRate

    Based on 12 years of experience in numerous transformations, some small, some mammoth, some successful and some not, this talk will outline how to craft a successful Agility transformation from scratch to finish.

    The talk will address the following million-dollar questions:

    • Why would you even want to transform and why is Business Agility one of the most popular options today?
    • Once you’ve decided to transform, where do you start and how to plan and set up the transformation for success?
    • What are the parts of a business or organization that need to be transformed? Think of the 3 ‘S’s – Structure, Systems, and Style.
    • What is the target transformation state?
    • How do you manage the transformation and tackle the issue of scale?
    • What to do when the organizational antibodies come for you?
    • What does success look like and how do you measure it?
    • When should you stop and get the hell out?

    A talk filled with real-world stories and ‘too funny to be true’ incidents that will show you the way, or what to avoid?

  • Added to My Schedule
    keyboard_arrow_down
    Todd Little

    Todd Little - The Foundation of Business Agility: Feedback Loops

    schedule  12:30 - 01:15 PM place Jupiter people 38 Interested star_halfRate

    At the core to any agile approach is the ability to manage for uncertainty. This is only possible through a process of continuous learning which requires active feedback loops. Linear approaches are doomed to fail in a world of uncertainty. Feedback incorporates new knowledge which enables learning. The key is maintaining healthy feedback loops which will enable success. An iterative approach with broken feedback loops is similarly doomed.

    Not only is this the foundation of business agility, empiricism is the foundation of the scientific method, Shewart-Deming process improvement cycles, and the Lean Startup model. Healthy agile approaches incorporate multivariate closed loop process control.

    In the original book on Scrum, Ken Schwaber talks about his discovery of empiricism by trying to sell waterfall solutions to Chemical Engineers at DuPont Chemical. Todd’s background is as a Chemical and Petroleum engineer, so his journey was different. Empiricism was natural for him, so when people started talking about agility it fit nicely with the model he was already using. It was even better when the conversation became about “Business Agility.”

13:15
14:15
  • Added to My Schedule
    keyboard_arrow_down
    Naresh Jain

    Naresh Jain - Organisational Resilience - Design your Organisation to Flourish NOT merely Survive

    schedule  02:15 - 03:00 PM place Grand Ball Room 1 people 84 Interested star_halfRate

    A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.

    The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.

    Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:

    • preventative control (defensive consistency)
    • mindful action (defensive flexibility)
    • performance optimization (progressive consistency)
    • adaptive innovation (progressive flexibility)

    In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.

  • Added to My Schedule
    keyboard_arrow_down
    Choon Heong Lim

    Choon Heong Lim - DBS Transformation through Business Agility

    schedule  02:15 - 03:00 PM place Grand Ball Room 2 people 56 Interested star_halfRate

    In today's global market, organisations need to be able to adapt rapidly and effectively to change. During this session, Choon Heong LIM will share her insights on DBS' transformation journey to become a more agile and data-driven organisation. To deliver on its customer promise to 'Live more, Bank less', DBS has designed an enterprise start-up culture to drive seamless and invisible banking. Choon Heong will also elaborate on how DBS is re-imagining banking by driving ambitious innovation and productivity and building capabilities that make banking joyful for our employees and effortless for our customers.

  • Added to My Schedule
    keyboard_arrow_down
    Marina Alex. Simonova

    Marina Alex. Simonova - Saving lives with Agile

    schedule  02:15 - 03:00 PM place Jupiter people 43 Interested star_halfRate

    -or-

    Agile in Medicine

    Is it possible to create an Agile clinic? How can cross-functional physicians teams work using Scrum? How does Agile in medicine effect a patient's health?

    This is a story of how Agile literally changed lives.

    In early 2017, the owner of a major medical network came to me and said that he wanted all his clinics to go through an Agile transformation. At first, I could not believe my ears. I know how to bring Agile to sales, but I had never worked with doctors. However, he managed to convince me, and this turned out to be the most difficult, yet also the most interesting and rewarding, project in my life. Now I know for sure that Agile is the best thing to happen to medicine! Come and hear this fascinating story.

    This is the story about how we created Scrum teams including everyone from the security guard to the head physician. About the immense resistance with which the Agile coaches had to face and which almost lead to the death of the project. And how, eventually, Agile helped the clinic to increase income and the patients started to line up to receive treatment in that clinic.

    This is a story for everyone. Agile has long transcended the IT borders. Not everyone agrees with it, but this is our reality. Agile transforms people's minds, and without that transformation, businesses will just fail in our quickly changing world. If Agile turned the worst chain clinic into the best among 40 others in just 5 months, and patients drove across the whole city to be treated exactly there, then imagine how your business will improve if your Agile transcends the IT sphere? And, mainly, how much happier will you, your team and your clients or patients become?



  • Added to My Schedule
    keyboard_arrow_down
    William Feng

    William Feng - An extraordinary story of deeply troubled department turning into a true self organising team of teams

    schedule  02:15 - 03:00 PM place Neptune people 99 Interested star_halfRate

    It’s not too easy have agility at individual level especially when that person has a lot ot unlearn, it’s then very hard to scale that out to a team, and extremely hard for larger groups such as a business department or entire organisation. And yet when you do unleash that, the upside is definitely unproportional to the effort and hardship, and surprisingly, it’s actually not THAT hard.

    You might have heard self-organising / managerless teams, but it’s less likely you’ve actually experienced one. You may have experienced Agile in the most form of Scrum, but it’s not likely you’ve even heard of a Scrum team who doesn’t even need daily standups. In this talk you’ll see how a radical thought of organisational structure turned into reality, and what it is like to witness a team of teams transformed from brokenness to approaching the realm of organisational nirvana in just a year.

15:00
15:15
  • Added to My Schedule
    keyboard_arrow_down
    Yves Hanoulle

    Yves Hanoulle / Geike Hanoulle - Real options

    schedule  03:15 - 04:00 PM place Grand Ball Room 1 people 26 Interested star_halfRate

    We live in a world of "getting to yes" or "a positive no"
    Yet the world is no black & white.
    I live in a world of options. I like to say yes to all the options and only decide about an option at the last responsible moment. In this talk we will teach you to do the same.

    Real options is one of these agile tidbits that is applicable to all aspects of life.
    - a real option has a value
    - a real option expires
    - a real option has a cost

    In this talk we will give you examples that will teach you how to apply real options to your life and projects.

  • Added to My Schedule
    keyboard_arrow_down
    Kaminski Pawel

    Kaminski Pawel - We learn the most when things go wrong - leading leaders to #extremeOwnership and #noBlame culture

    schedule  03:15 - 04:00 PM place Grand Ball Room 2 people 59 Interested star_halfRate

    If I had a rupee for every time, I heard a CEO, product owner, scrum master or a manager complaining about their teams not caring enough about projects, other team members and users ...

    If I had a rupee for every time, I heard a leader asking for advice on how to stop "blaming games" and "political bureaucracy" in his/her organisation...

    We learn a lot about an organisation, its culture, and real values not during the times of enormous profits, successful product deliveries or CEO monthly motivational speeches but during the times of greatest struggles. We learn and find out who the real leaders are in moments when everything goes wrong, and everyone is making excuses and finger-pointing at other members or external factors. No one is to blame, and no one knows whose fault was the latest issue? The horror stories of firing employees on the spot, tearing down teams, bullying and threats are familiar to all of us.

    I genuinely believe that it does not have to be this way. I believe that there is a more effective way of leading the organisation, teams, and individuals. We have the most extraordinary opportunity to improve, make an impact and improve when things go wrong.

    We just have to change our approach to blame and ownership. Together we will learn how to reconsider your leadership skills and how to use them to accomplish team mission effectively. I want the audience to experience what extreme ownership means for them and what it means to be entirely responsible for all possible outputs. Participate in a challenge to create a team with a #noBlame approach to their mistakes. At the same time develop teams where psychological safety establishes an environment where uncomfortable conversations and creative conflict solutions can thrive.

    I want to share impactful lessons learned from building teams and company that tries to behave differently in moments of failure. How we started to appreciate opportunities created by accidentally removing production database, what we learned by forgetting to communicate with each other or follow agreed processes, and what happened when we declined to do a very profitable project. How we are seeing signs of people owning their projects entirely, taking responsibility and changing others around them. How we train leaders on all level of organisation and how we share more and more responsibilities with them. Experience our approach to blame concept and #noBlame culture we champion and value.

  • Added to My Schedule
    keyboard_arrow_down
    Sam Bowtell

    Sam Bowtell - How leaders create an inclusive culture

    schedule  03:15 - 04:00 PM place Jupiter people 62 Interested star_halfRate

    Everyone talks about the importance of an inclusive culture, but how do you actually create it? Using the voices of the diverse scaled Agile team I led for 2 years from their entries in my leaving card, I will share how the key themes of their feedback, energy, caring and fun, come together to create a culture where team members feel valued, trusted and able to do their best every day regardless of their cultural background or which team or company they work for.

  • Added to My Schedule
    keyboard_arrow_down
    Shane Hastie

    Shane Hastie / Evan Leybourn - #NoProjects - Why, What How

    schedule  03:15 - 04:45 PM place Neptune people 119 Interested star_halfRate

    Today success comes from building products people love, creating loyal customers and serving the broader stakeholder community. In this thoughtful exploration on the future of work, the authors explore the past, present and future of the “project”. And why, in today’s fast changing & hyper-competitive world, running a temporary endeavour is the wrong approach to building sustainable products and how #noprojects is fundamentally changing the way companies work.

    The metrics by which we have historically defined success are no longer applicable and we need to re-examine the way value is delivered in the new economy. This book starts from the premise that our goal is to create value, for the customer, for the organisation and for society as a whole and shows how to empower and optimise our teams to achieve this.

    The authors draw on modern management approaches to provide proven techniques and tools for producing, and sustaining, creative products that go beyond “meeting requirements”. By creating teams who are accountable for business outcomes, engineering for customer delight, and creating value for all stakeholders - profitability, customer satisfaction and employee engagement are all increased.

    This book is far more than just a catalogue of practices and tools which you can apply in your product development. It contains inspirational stories from individuals, teams and organisations who have switched to this new way of thinking and working. It exposes the risks on the pathway and how others have overcome these obstacles

16:15
16:45
17:15
18:15
  • Added to My Schedule
    keyboard_arrow_down
    Shane Hastie

    Shane Hastie - Business Agility - The Hard Questions

    schedule  06:15 - 07:00 PM place Grand Ball Room people 71 Interested star_halfRate

    Got a burning question you want an answer to and didn’t quite get it addressed during the day?

    This fishbowl-style conversation brings a select group of the day’s speakers and other invited Industry leaders to the stage to answer your questions about the what, why and how of business agility. This is your opportunity to explore vexing questions about business agility with our panelists.

    Here’s how it works:

    • You submit your questions to our volunteers during the conference.
    • We'll curate and short-list a few questions
    • Each question will be asked to the panelists and then discussed for 5 minutes.
    • After that, the audience votes on whether to continue the conversation for a few more minutes or move on.

    This is a session where you are in control. Also, this will be run as a fishbowl, which means anyone from the audience can join the panel if they want to contribute.

    Come ready to ask hard questions and get practical, actionable answers to your toughest questions.

19:00

    Networking Dinner - 210 mins

Design Innovation

Thu, Mar 21
Timezone: Asia/Kolkata (IST)
08:30

    Registration - 30 mins

09:00
09:45

    Welcome Address & Design Innovation Day Overview - 15 mins

10:00

    Coffee/Tea Break - 30 mins

10:30
11:30
12:00
12:30
  • Added to My Schedule
    keyboard_arrow_down
    Suzanna Haworth

    Suzanna Haworth - Thinking more product: Moving from Scrum to a dual-track agile approach

    schedule  12:30 - 01:15 PM place Grand Ball Room 1 people 114 Interested star_halfRate

    In this talk, Suze explores a case study from her recent work in a London agency, where, working for a large retail client, the programme of work moved from a project-based delivery model incorporating Scrum to a more product-based model. Drawing on aspects of Kanban, Design Thinking and Lean Startup, and implementing a dual-track agile approach, the team is now ‘thinking more product’.

    Suze will delve into how the organisation has shifted to this model and how it coped with the change. She will talk through some of the difficulties that she experienced along the way and how these issues were mitigated, and provide take away techniques to help in your organisations.

  • Added to My Schedule
    keyboard_arrow_down
    Jeremy Kriegel

    Jeremy Kriegel - Becoming the Catalyst - The Spark of Change that Will Move Your Team Forward

    schedule  12:30 - 01:15 PM place Neptune people 64 Interested star_halfRate

    Many of the positive changes we will make with our teams will start with one person's insight. Don't leave that inspiration to chance. Set yourself up to make that insight more likely and learn what to do when you have it that will help you help your team grow.

    It all begins with ourselves. More than we would like to believe, people tend to seek stability. How do we create the right environment within ourselves to be open to change, to realize there is room for improvement? How do we do this in a way that our primitive brain doesn't find threatening? In order to become the catalyst, we first need to create an environment in which we can do the same thing to ourselves. That is much harder than it sounds. Being able to do so requires the right mindset, but how do you develop it? How do you recognize that it is needed? How do you open yourself up to change, embrace it, and incorporate experimentation into your own practice?

    Having insight is not enough. While an insight might start with one person, change is a team activity. Once you recognize an opportunity, how do you share your insight with your team in a way that will be embraced instead of rejected? Do you understand the biases and fears that might cause resistance to your idea? Just as importantly, how do you time your proposals so that they have the highest likelihood of success?

    In this talk, I will talk about 6 things that are necessary for you to do to create the conditions where change is possible. I'll share anecdotes from my own experience promoting change within startups, agencies, and big companies. Drawn from diverse sources, such as BJ Fogg, Carol Dweck, Jocko Willink, and Ray Dalio, these 6 characteristics will help you effect change effectively.

  • Added to My Schedule
    keyboard_arrow_down
    Ray Arell

    Ray Arell - Accelerating from Opportunities to High-Value Solutions

    schedule  12:30 - 01:15 PM place Jupiter people 33 Interested star_halfRate

    Innovation programs within companies have fallen into the trap of chronic misuse of the word, to the point most programs are shoehorned into traditional project management frameworks that focus more on the word than addressing the needs of the innovator.

    In this talk, Ray Arell will talk about how to create the right environments and methods that allow true innovation to thrive. This will include an overview of Innovation Hubs, methods like Solutions Thinking, establishing networks of innovators via communities of practice, and other key methods/tools that can help to accelerate your time to value.

  • Added to My Schedule
    keyboard_arrow_down
    RICARDO ABELLA

    RICARDO ABELLA - Understanding HOMELESSNESS through DESIGN THINKING

    schedule  12:30 - 01:15 PM place Grand Ball Room 2 people 31 Interested star_halfRate

    Design Thinking has been developed as an approach to resolve issues outside of professional design practices -business and social contexts are great examples. Since the framework integrates classic creative problem-solving with art and design methodologies, it matured as a flawless and flavorful strategy for innovation.

    Nowadays, even large bureaucracies like the Veterans Administration and IBM use Design Thinking to explore the experiences of key stakeholders and search for insights that allow them to improve product, services and processes.

    Not every design thinking project is a success, of course, but as a risk management approach, few innovation methodologies compete with this strategy. As companies continue to adopt agile, Design Thinking gains traction as the right tool to create an intimate connection with final users, uncover the true needs and problems, and propose less risky solutions.

    In this interactive talk you will be walked through the 12 steps we followed -for 12 weeks- to understand homelessness, uncover the real issues and propose new concepts. You will be surprised, not only by the insights we found but also by the power of the framework. After listening to this real-life example, you will leave the room looking for opportunities to apply the framework on a daily basis.

13:15

    Lunch - 45 mins

14:00
15:00
15:45

    Coffee/Tea Break - 15 mins

16:00
  • schedule  04:00 - 05:30 PM place Grand Ball Room 1 people 29 Interested star_halfRate

    They say that design is a team sport, and if your team operates in an agile/lean environment, strength and flexibility are more crucial than ever.

    An effective design team requires a multitude of perse skills, and it's impossible for any one individual to possess them all.

    So, how do you go about putting together a team that’s balanced, powerful and can work effectively with other teams? What is the right mixture of junior and senior practitioners?

    What skills, soft and hard, do you need to design and deliver outstanding products and services that support meaningful outcomes?

    In this workshop, we’ll take a look at (work through) how to assess the skills of our colleagues (as well as our own) to best shape and, inspire and lead a design team that works together (and stays together). A team where more experienced practitioners thrive and more junior ones are supported, mentored and enabled to grow, and where complementarity and teamwork are the foundations of success.

    Finally, we will look at how to use the knowledge and techniques we’ve collected over the years to hire, motivate and keep design teams happy.

    Bonus round: if you’re looking for work, what does a good team look like from the outside?

  • schedule  04:00 - 05:30 PM place Neptune people 40 Interested star_halfRate

    Throughout every step of any project, we are asked to give or receive feedback. Is this on brand? Does this capture the experience or problem we’re trying to solve? How complicated is this? How do we feel about the way a design looks? Whether we’re discussing this with our internal team, other departments at our company, our clients, our bosses or our peers, the art of giving actionable, useful, contextual and valid feedback is one often lost on all sides.

    The challenge with feedback doesn’t end with giving it. Receiving it can be challenging. As people in a creative field, we are setting ourselves up for criticism of our work (and feedback can certainly feel overly critical) every single day. Whether it’s a casual white boarding or brainstorming session to presenting “final” comps to the most important stakeholder, we need to be ready to address whatever reaction people come back with.

    The bookends of the feedback experience present separate but very real challenges. They are often challenges that we are never taught to handle - or at least maybe not handle as well as we should.

    Over the course of this workshop, we will explore why this is so difficult, the common mistakes on both sides, ways to elicit great feedback and some best practices in turning even the worst feedback into a productive conversation. If anything needs to fit more into a conversation around user experience, around agile, and, indeed, around product, in general, it’s how to keep things moving forward with a truly successful feedback loop.

    This workshop will include interactive activities and require participants to give on-the-fly feedback based on the best practices discussed over each part of the presentation.

  • Added to My Schedule
    keyboard_arrow_down
    Fennande van der Meulen

    Fennande van der Meulen / Maartje Wolff - Play your way to success - How to use Lego Serious Play to foster team bonding and happiness at work

    schedule  04:00 - 05:30 PM place Jupiter people 50 Interested star_halfRate

    As a child, we loved to play. These years of unbound creativity, fun and flow may seem lost for some of us. Playing can be a powerful tool to unleash that creative source of fun and flow. Lego Serious Play is a well-known and tested way of tapping into that source. In this introductory workshop, we show you the power of playing, Lego and how this enhances happiness at work in your team.

    About the workshop

    This highly entertaining and interactive workshop focuses on playing with Lego Serious Play as a tool for a group, to discuss values, happiness, and effectiveness. In one and a half hour, we explain about the background, but we focus on you working with the bricks.

  • Added to My Schedule
    keyboard_arrow_down
    Angie Doyle

    Angie Doyle / Talia Lancaster - Sketching outside the box - Visual thinking for teams

    schedule  04:00 - 05:30 PM place Grand Ball Room 2 people 121 Interested star_halfRate

    People are unique in their ability to use symbols and images to communicate. After all, that is where the saying “a picture is worth a thousand words” comes from. So, it shouldn’t come as a surprise that enhancing your spoken words with pictures improves the chance that others will understand what you are trying to say.

    A picture has a way of showing ideas and solutions that would have remained hidden if you hadn’t picked up a pen. But a good picture doesn’t remove the need for words. It reduces the number of words we use so that the ones left behind are the most important…

    So why is visual thinking so important?

    Recent studies show that 65% of people learn and retain more information by seeing words - as well as images! In contrast, only 30% of people learn through verbal communication alone. So if you aren’t one of the 65% of visual learners, someone in your team is!

    Incorporating visual thinking into your day to day work can:

    • Reduce the length of meetings by 24%, by providing a shared record of the discussion
    • Capture emotions, making conversations easier to remember
    • Help others see the "big picture", by creating powerful visual metaphors
    • Serve as a reminder of actions agreed by the team

    Luckily, you don’t need to be an artist to think in pictures! Join us as we co-create a visual vocabulary you can apply to work or during studying and learning. We will take you through the essential elements needed to create powerful visual concepts.

    No more PowerPoint slides needed!

17:45
  • Added to My Schedule
    keyboard_arrow_down
    Amy Jo Kim

    Amy Jo Kim - Using "Game Thinking" for Rapid Product Innovation

    schedule  05:45 - 06:30 PM place Grand Ball Room people 130 Interested star_halfRate

    Join us as design expert Amy Jo Kim shares advice from her new book Game Thinking.

    How are market-leading products born? What conditions set the stage for successful innovation?

    By definition, successful innovations reach a mainstream audience. But they never start off that way. That’s the paradox of innovation: the “typical” people in your market are not the same ones you need to “woo” when bringing your idea to life.

    That’s where Game Thinking comes in. Game Thinking is a proven system for accelerating innovation and creating products that people love...and keep loving. Game Thinking empowers product managers, designers, and entrepreneurs to engage customers deeply over time - using design techniques from hit games. Learn how to create products that empower your customers to get better at something they care about -- like playing an instrument or leading a team. Building on the principles of Lean, Agile, and Design Thinking, Game Thinking delivers powerful strategies that help you:

    • Keep customers engaged with a coherent, compelling journey to mastery
    • Build a product customers love using insights from high-need Superfans
    • Rapidly improve your product concept by testing and tuning the core experience
    • Build the right MVP for your product using the Game Thinking roadmap
18:45