Antifragility Distilled: Beyond AgilitySi Alhir (Sinan Si Alhir)
schedule 2 years agoSold Out!
Agility involves responding to change while Antifragility involves gaining from disorder! Agility emphasizes embracing change while inspecting and adapting. Antifragility emphasizes embracing chaos while adapting and evolving.
In a chaotic world where we can only “expect the unexpected,” tranquility is the root of fragility! Antifragility, coined by Nassim Nicholas Taleb in his book “Antifragile: Things That Gain from Disorder”, is fueling DevOps, Continuous Delivery, and much more!
As a value system (mindset), Agility emphasizes people, results, collaboration, and responsiveness where self-organizing cross-functional teams form agile organizations, and where various frameworks and practices/techniques operationalize agility.
However, Antifragility emphasizes evolution and gaining from disorder where individuals and collectives form antifragile enterprises, and where various dynamics operationalize antifragility.
Using stories of various client expereinces, we’ll introduce and demystify Antifragility, and explores how individuals, teams, and organizations have already and can immediately put it into practice.
DevOps: The Play
Many organizations are using DevOps to speed the ability of organizations to gain value from the software investments. Too many organizations attempt to reduce DevOps to just a series of technical tools and practices. Organizations to address organizational and cultural issues in order to effectively bring development and operations groups together. In this section we will present a play to illustrate how DevOps requires communication and understanding to be successful.
Refactoring Social DNA in Business Teams Through Scrum
IntermediateScrum has proven very capable in software delivery but can the Scrum framework transform business teams from mere groups of people into high performing teams? The answer to this question is a decisive Yes!However, why does Scrum work for non-IT teams? And why is Scrum universally transferable? Those answers lie in how Scrum changes the team’s social DNA.We will take a practical look at how the social DNA of a team is modified, and investigate this topic through the lens of Elinor Ostrom’s Nobel Prize winning Institutional Analysis and Development (IAD) framework. The IAD framework provides a complementary understanding of a typical Scrum transformation, especially regarding the social interactions among team members. We will provide guidance on such basic questions as what social interactions exist, how does Scrum alter these interactions and why is Scrum transferable outside of software? Like software development teams, business teams outside of technology may struggle with cohesion, collaboration and culture. Scrum applied to these business teams repeatedly improves their performance and transforms their culture through reprogramming the teams’ social DNA. In this highly interactive presentation, we explore together how Scrum creates the necessary social opportunities and reshapes the social interactions critical to successful work teams.Anthony has successfully applied Scrum in accounting, finance, operations and sales related teams to surge productivity, improve service levels, build high performing teams and transform culture. Anthony has implemented Scrum in eight (8) non-technology teams over the past 3-years and coached these teams to significant gains in productivity, transparency and social accountability. Anthony first introduced Scrum to a non-technology team in 2011 and presented at the Global Scrum Gathering - Paris 2013 regarding non-technology adoption, Rogers' diffusion model, the alignment of the IAD framework with Scrum and further shared case study results.