• Liked Pete Behrens
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    Pete Behrens - 3 Mistakes You Are Making as a Leader

    20 mins
    Keynote
    Executive

    80% of managers believe they support their employees – 25% of employees agree!

    Houston, we have a problem – what you don’t know can hurt you! Most leaders are unaware of how their own thoughts and actions work against their leadership objectives. Ineffective leadership fuels the top three impediments limiting your organization’s agility and growth – the fear of losing control, resistance to change and contrasting values.

    Leadership Agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his own personal experience, as well as the experiences of other senior leaders, Pete highlights six mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient yourself to improve your leadership outcomes.

  • Liked John Buck
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    John Buck - Company-wide Agility with Beyond Budgeting, Open Space, and Sociocracy

    20 mins
    Keynote
    Executive

    The challenges companies face today in the VUCA (volatile, uncertain, complex, and ambiguous) world call for Agile throughout the company. There are two challenges: companies in general are trying to survive intense disruption and companies with successful software departments are trying to expand Agile methods to the whole company, including the board and the legal structure of the enterprise. Both the VUCA challenge and the pressure to implement Agile beyond IT, demand guidelines for implementing company-wide Agility.

    We discovered these needed guidelines in Beyond Budgeting, Open Space, Sociocracy, and Agile. Design Thinking, Lean Startup, Human Systems Dynamics, and Cynefin provide additional insights.

    However, in talking with various experts about how to address the challenges companies face , we got answers from within that expert’s framework. For example,

    • A Beyond Budgeting expert said, “Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes.”
    • An Open Space expert said, “You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked.”
    • A Sociocracy expert said, “You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile.”
    • An Agile expert said, “You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company.”

    All of these perspectives are true, but each perspective was always from within the discipline. We synthesized the approach into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile.

    The synthesis leads to a new organigram that reflects all the sources of guidance to a value center. The new organigram focuses board/CEO, inspiration, and resource and legal considerations on the value center. The value center is thereby free to focus on the customer.

    We discuss how to use Cynefin-type probes that enable everyone to apply this new strategy for implementing company-wide Agility in their own organization.

  • Liked Padma Satyamurthy
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    Padma Satyamurthy - To build a world class product development team, you need to understand them first!

    20 mins
    Keynote
    Executive

    To build a world class product development team, you need to understand them first!

    Teams are becoming more and more complex in today’s product development world. This is due to a lot of influences like distributed teams, different capability levels, past work experiences of the team members, leaders who provide direction to the teams, complex client requirements that change very often and many more

    Hence it becomes very important to understand what type of teams we are working with so that we can provide the right leadership for the teams to work at their optimum levels and at the same time enjoy their work.

    I will be sharing my experience how we successfully applied Cynefin framework to understand the complexity of the organization and specifically the teams to make the agile transformation journey reach its goal.

    When I started with this client, the teams were spread across 3 continents with multi layer hierarchical strcutre making it complex to create agile teams and product development organization. The Cynefin framework provided a new dimension to the current contexts in explaining what type of team we are working with and / or solutions that we can apply to help the teams to build better products. It draws on research into complex adaptive systems theory, cognitive science, anthropology, and narrative patterns, as well as evolutionary psychology, to describe problems, situations, and systems. It not only explores the relationship between people, experience, and context but also proposes new approaches to communication, decision-making, policy-making, and knowledge management in complex social environments.

    Each leader was expected to draw out the Cynefin framework for each of the product development teams that they are working / managing. This helped to identify the low hanging fruits where we can bring improvement almost immediately and where we need long term solutions to build a better collaborative team.

    In this session, I will walk through the approach and the results we achieved in building a world class product development team spread across the globe.

  • Liked Bernhard Sterchi
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    Bernhard Sterchi - How to Rise to the Challenge of Complexity

    20 mins
    Keynote
    Executive

    Business Agility is not just the new thing, or a way to increase efficiency. It is a very good response to the challenge of complexity and dynamics (or VUCA, if you like). But while Agile is mostly about transforming the operating system of an organisation, there is little about the changes of individual understanding and competence, apart from "learning how to operate the operating system". No wonder is there an ongoing complaint about people doing Agile, not being Agile, or about the lack of the Agile mindset.

    In this talk, Bernhard presents the Complexity Compass, an effective starting point for anyone who wants to navigate complexity. This brand new approach includes a mental framework, a set of principles, activities and tools that encompass the essential basics that help you rise up competently to the challenge of complexity, both within an Agile operating system, and without.

  • Liked Chris Murman
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    Chris Murman - Brainwriting: The Team Hack To Generating Better Ideas

    Chris Murman
    Chris Murman
    Sr. Agile Consultant
    Solutions IQ
    schedule 2 weeks ago
    Sold Out!
    20 mins
    Keynote
    Executive
    Brainstorming has long been held as the best way to get ideas from teams for decades, but what if we are wrong? Can we take the successful aspects of collaboration and create a better environment for quality concepts? Come learn about brainwriting and get more from your team today!
    Description:
    If you work in an office, you have probably participated in a brainstorming session or two (or 12). Invented in the 1940s by an advertising executive, the purpose was to solicit a large amount of ideas in a short period of time. By putting a collective of creative people in the same room, better concepts should come. Sounds very agile.
    However, science has shown several times that brainstorming not the best way to generate ideas. It’s cumbersome due to all of the interdependent activities happening at once. When spending time generating ideas as a group, you often spend more time thinking of others ideas than your own.
    Fortunately, a relatively unknown technique is starting to gain popularity called brainwriting. Incorporating it into your team events can produce more diverse ideas and provide a friendlier environment for collaboration. In this session, we will workshop them and leave the audience with all of the tools to bring the technique back to their offices.
  • Liked Padma Satyamurthy
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    Padma Satyamurthy - Agile beyond IT - Yes it works!

    20 mins
    Keynote
    Executive

    As part of the agile transformation journey, the client organizations that I was coaching decided not to limit the journey to the IT but take it beyond IT for a more rewarding experience and results. This needed mentoring and coaching to convince how agile can work beyond IT in the organization and why true enterprise agility is all about Business Agility and not just Product Development. The business groups that were taken up as part of this were - HR, Sales and Marketing, Finance and R&D that focused on new product development. Unless each of the enabling functional units also become agile, enterprise agility will remain a myth.

    And most times, when we have an already existing organization, and we recommend functional units also to be agile in their areas, we get two answers – “agile is only for IT / product development” or “we are too busy now, we will take this up later time (which never comes)”.

    Each of these business units needed to be treated differently as one-size-fit-all won’t work here. So we took each business group and worked with them to get the full picture of their work, what happens in a day to what happens in a quarter and in one year. These inputs were considered to break the work into smaller pieces so that we could bring best practices of scrum. Backlogs were created with the inputs and visual boards were set up to complete the agile experience.

    I used a combination of scrum and Kanban for these business units and at the same time keeping it light weight so that the biz units do not find the transformation journey heavy and time consuming. The whole transformation was to “begin from where you are” rather than, let’s start from scratch. This was a key element in buy in and also the end successful results.

  • Liked Pete Behrens
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    Pete Behrens - Sustaining & Growing Business Agility 10+ Years

    20 mins
    Keynote
    Executive

    Most organizations today are on a journey to adopt an agile approach. And while that journey is difficult, it is not where the majority fall down. The true challenge lies in the years ahead - in sustaining and growing your agility to truly impact your business in a meaningful way. There are a myriad of troubles ahead for agile initiatives to stall out and fail.

    Discover the keys to sustaining agility from companies who have not only retained their agility for over 10 years, but have deepened and expanded agility to grow their businesses and surpass their competition. Salesforce.com is outpacing the market 800 to 1 since 2006, McKinsey & Company is rapidly growing a digital transformation profit center from an agile IT cost center since 2007. GE continues to expand their agility across all businesses since 2008.

    Pete shares a key story behind the Salesforce.com agile transformation which underlines and illustrates the keys to sustaining and growing organizational and business agility.

  • Liked Yuval Yeret
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    Yuval Yeret - Want Business Agility? Don't mandate - invite!

    20 mins
    Keynote
    Executive

    In the rush towards business agility, let's make sure we don't create unsustainable change via Prescriptive Mandates. What's the problem with Prescriptive Mandates? People tend to ignore them or do the minimum required to wait until the storm passes. And the prescription might not work in the specific context we're applying it to. This is especially dangerous when leaving the relative comfort zone of Agile Development into new Business Agility areas.

    So what's the alternative? Invitation and pull-based change. Manage change as an internal market - Don't force people to buy into it but sell it to them and help them consume it at their pace. In other words - Figure out and optimize the "customer journey" for your internal change.

    Also make sure that you don't apply a "one size fits all" and you aren't religious about methodology and practices. Emphasize values and principles and experiment with what practices work in each context and allow some variability at least initially.

  • Liked Yuval Yeret
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    Yuval Yeret - Business Agility isn't about Increments (It IS all about High Tempo Testing/Experimentation)

    20 mins
    Keynote
    Executive

    There's a real danger that as people go into Business Agility what they'll take as inspiration from the Agile Development world is the iterations but not iterating. Real agility comes from iterating and experimenting. In this talk we will issue grave warnings as well as point towards concrete tools and practices that can support the real agility mindset of learning as fast as possible what works.

    Using marketing as an example, we will see how to apply approaches and tools such as Lean Startup, Minimum-Viable-Play, Validation Boards, Learning as part of the flow, Popcorn Flow, not just when developing products but also when developing experiences/journeys/processes.

  • Liked Yuval Yeret
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    Yuval Yeret - Agile Marketing in the Real World - The CA Technologies story

    20 mins
    Keynote
    Executive

    How can large, traditional marketing organizations - those that rely on functional departments, and annual marketing plans / budgets hope to keep up? We believe the answers lie in an Agile approach, and we are working hard to transform our marketing department from a plan / interrupt driven culture to one that can quickly sense and respond to customer needs and market changes.
    This is easier said than done in a 350 person organization, but we are finding the solutions are familiar, and are rooted in a scaled agile approach.

    Our journey isn’t complete yet, but we are seeing real results. Hear the highlights of CA’s journey to marketing agility - The achievements, challenges, learnings that you can apply as you set about implementing Agile Marketing or Business Agility at large in your organization

  • Liked David Horowitz
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    David Horowitz - Want true agility? Give employees a voice

    David Horowitz
    David Horowitz
    Cofounder and CEO
    Retrium
    schedule 3 weeks ago
    Sold Out!
    20 mins
    Keynote
    Executive

    We are facing an engagement crisis. There is a strong correlation between agile practices and employee engagement, and it's clear that one cannot work without the other. Employee voice is one of the key enablers for engagement. However, it is one of the least understood – and perhaps less practiced – aspects of engagement. Employees see problems. They have ideas, potential solutions, and experiments they'd like to run. But they feel powerless to effect the change they know is necessary. Over time, the cycle of active disengagement continues.

    But it doesn't have to be this way! In fact, agile organizations already have the foundation in place to help individuals raise their voice and be heard - agile retrospectives. Unfortunately, most retrospectives currently do not have the positive ROI we would hope for or expect. Action items, learnings, hypotheses, goals, and other artifacts that come out of retrospectives are not shared with the rest of the organization in a systematic and impactful way.

    This session is about the surprising connection between employee engagement, employee voice, and agile retrospectives. By providing teams with the solutions and support needed to run effective retrospectives, and by following through on the actions that come out of the discussion, you can empower individuals to become more engaged, productive and effective.

    Turns out that effective retrospectives are more critical to business agility then you might have ever imagined.

  • Liked Chris Murman
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    Chris Murman - Your Brain Lies To You (And Other Reasons Why Change Is Hard)

    Chris Murman
    Chris Murman
    Sr. Agile Consultant
    Solutions IQ
    schedule 2 weeks ago
    Sold Out!
    20 mins
    Keynote
    Executive
    Humans are described as rational creatures. When making a decision, we gather all the necessary pieces of data in order to make the best decision and move forward. Despite this rationality, we continue to make choices that could be described as unhealthy. Even in the midst of admitting the habit as bad for us, we struggle to change.
    Countless books and studies have been devoted to this very topic, and still change is hard. Are we change averse? According to author Luca DellAnna, the problem lies much deeper than that. Our brains are wired at a subconscious level to lie to us about change, and the mechanism to resist is control.
    The Control Heuristic, as DellAnna writes, is a simple model for rationalizing the subconscious decision our brains make. By doing so, it ensures we will be as emotionally comfortable as possible at all times.
    Come explore this topic with me as I present my findings. Skeptics are welcome, because as I read this book I was one. By discussing control and the reasons we exercise it, I believe we can understand better ways to help teams be more comfortable with change.
  • Liked Rob Lingle
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    Rob Lingle - The customer as a copilot: Organizational design with the customer in mind!

    20 mins
    Keynote
    Executive

    The fundamental challenge faced by all organizations is that for every dimension you organize around, there is an equal and opposite effect in terms of sub optimization in another dimension. Typically most organizational structures are matrixes and highly optimized by functions rather than customer solution. We group like people together to optimize for the most efficient and effective development, QA, or product organization through formal organizational structure and then we rely own informal networks to align the delivery of these functions on critical strategic initiatives and customer solutions. In other words, we tend to organize ourselves to make life easier for us rather than making life easier for our customers. Ultimately your company does not generate revenue by running highly efficient departments and to focus the majority of our efforts and time on such a goal is self-defeating. It is time that organizations start to organize around optimizing for customer experience and aligning people around solutions rather than functional departments.

    In this session, we will explore how to structure your organization with your customers in mind. We will discuss the nature of formal and informal networks in organizations and how simply changing which dimensions are organized informally versus formally through structure and management can yield amazing results in terms of organizational effectiveness and customer satisfaction. We will also address the difference between leadership and management as it relates to control, agenda's and ultimately alignment of people to the right goals, customer focused goals. Lastly we will discuss the impact of organizing around customer solutions has on employee engagement by empowering your people through greater end-to-end task ownership.

    I hope you will all join me so I can share with you my experiences in such an organization and how it has forever changed the way I see my work and the companies I work for.

  • Liked Jonathan Smart
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    Jonathan Smart - The Yin and Yang of Speed and Control

    20 mins
    Keynote
    Executive

    This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry). We are 3 years into the firm-wide journey, This talk will share lessons that we have learnt. It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the

    It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the surface, there can appear to be a conflict between speed and control.

    Certainly, the traditional approach to control inhibits speed. As we are in our third year of firm-wide change in how we do what we do, we are starting to tackle the harder challenges. We are implementing at scale a radical change in how we comply to a huge amount of standards and regulation, this talk will share our learnings to date.

  • Liked Ryan Lockard
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    Ryan Lockard - 3 Keys to Unlock Business Agility - Secrets From the Manifesto Authors

    20 mins
    Keynote
    Executive

    I have interviewed 14 of the 17 Agile Manifesto authors for a special podcast project. Originally the intent was to capture the intent of authors and to chronicle the manifesto story. What emerged was much more. The story of why the event was needed, what the vision was, and what we have ruined in agile we all artifacts of the project. One beautiful outcome was the emergence of 3 themes in all 14 conversations. This talk covers the real story behind the rise and fall of Business Agile in industry and what we can do to reclaim it.

  • Liked Anuraj SL
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    Anuraj SL - Boosting Enterprise Agility with Devops

    Anuraj SL
    Anuraj SL
    QA/Test Lead
    Bridge - Global
    schedule 1 day ago
    Sold Out!
    20 mins
    Keynote
    Executive

    In the era where your business is being disrupted, velocity, agility, quality and customer experience is critical to drive differentiation to remain competitive. Although, some believe that DevOps is only for startups and unicorns, researches has identified DevOps has reached “escape velocity”! As per latest trends, organizations are leveraging agile development techniques, automated CI/CD pipelines, testing and release automation, to deliver differentiated products.

    Implementing DevOps is more than just implementing tools. It requires thinking -- and acting -- differently about everything from budgeting and program management to architecture and compliance. This interactive discussion will present what devops is and, just as importantly, what it isn't from the leadership perspective, and takes you through the journey you'll need to embark on in order to achieve the outcomes DevOps promises. It will also allow you to review your maturity versus that of the market. Additional topics for discussion will include how DevOps is adding value within your enterprise and how will the adoption of containers and serverless computing will further drive its adoption.

  • Liked Prashant Agarwal
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    Prashant Agarwal - From Agile to Agility

    20 mins
    Keynote
    Executive

    This session would cover in detail the broader transformation that is currently happening in organizations which are moving beyond Agile and DevOps and are becoming truly adaptive and self-managed organizations just like living organisms.

  • Liked Bernd Schiffer
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    Bernd Schiffer - The Day We Sacked the Coach - Experience Report of Agile at a Mid-sized Non-IT Company

    20 mins
    Keynote
    Executive

    A mid-sized company tried Agile once, failed, still thought it was a good idea, hired an Agile coach, and tried again. This is the story of .id’s (called “id”, without pronouncing the dot) 2nd Agile journey (ups and downs) and their experience with

    • team structure for the whole organisation
    • experiments to drive change (including one where they sacked the coach)
    • enhanced communication
    • relationship between business and teams

    “Actually, we don’t think of ourselves as an IT company…” At .id, demographic data is transformed into knowledge to enable customers to make smart decisions. Where to open the next store. Where to build the next school. These things.

    Not being a technology company by nature (most of their 48 employees are demographic data experts), this is a case study of Agile beyond IT.

  • Liked Almudena Rodriguez Pardo
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    Almudena Rodriguez Pardo - Communities of Practice - the not-so-hidden force behind Ericsson ICT Development Center's Agile Success

    20 mins
    Keynote
    Executive

    If your company is heading for Agile at Scale, it definitely requires Self Organization at Scale!

    Organizations seeking to grow their Agile network are in dire need of empowering their workforce, and there is where Communities of Practice (CoP) take over.

    During the past few years we have seen at Ericsson ICT Development Center Aachen Eurolab (Germany) several CoPs emerge and take over the responsibility for the evolution of Kaizen, T-Shape, DevOps, employees’ motivation… even operational aspects such as 5G research or security are moving forward with the support of CoPs.

    CoPs provided the energy and drive we needed to uncover opportunities at every level in every kind of organizational unit and so pull the company forward.

    We will present to you our practical experiences, how CoPs are born, the secret of their success, and how they managed to revolutionize the way a multinational giant of the telecommunications world growths within the new Ways of Working!

  • Liked Savannah Rayat
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    Savannah Rayat - Enhancing Your Life with Personal Agility

    Savannah Rayat
    Savannah Rayat
    Agile Coach
    Savannah Rayat
    schedule 1 week ago
    Sold Out!
    20 mins
    Keynote
    Executive

    Personal Agility is a simple framework that allows you to focus on what really matters. Bringing the efficiencies that we've experienced in the IT world and expanding these practices to new applications. Discover how personal agility can help you uncover better ways of organizing your life. Hear a case study on the application of Personal Agility and learn how you can begin applying simple steps and powerful questions to focus on what really matters.