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  • Liked Nigel Dalton
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    Nigel Dalton - Snowbirds 17: The Amazing Management Jewel-Heist of 2001

    Nigel Dalton
    Nigel Dalton
    Chief Inventor
    REA Group
    schedule 4 months ago
    Sold Out!
    20 Mins
    Keynote
    Executive

    Extending agile beyond software development comes with controversy - how to scale it, lead it, adopt new language, certifications, models and org design. What was wrong with simply going back to agile's origins in the generic lean and systems thinking theory of the previous 30 years? That thinking had mostly been lost, quietly murdered in the snowy Utah mountains in February 2001. Whodunnit? What can we dig up from that icy grave to develop a new way of working in the internet age?

    Nigel Dalton, the reputed 'godfather of Australian agile', presents a personal view of the path forward in non-software team's adoption of agility in the 21st century.

  • Liked Paul Cobban
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    Paul Cobban - The world’s first invisible bank: A story of DBS’ digital transformation

    20 Mins
    Keynote
    Executive

    In today’s global market, organisations need to be able to adapt rapidly and effectively to change. During this session, Paul Cobban shares his 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. Paul Cobban 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.

  • Liked Phil Abernathy
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    Phil Abernathy - Structuring For Business For Agility

    20 Mins
    Keynote
    Executive

    Almost all companies need to get better, faster, cheaper and happier! But how? Business Agility is an option but changing culture is not easy and having teams learn and do all the Agile practices is not enough.
    Conway’s law, which states that at the root of all complex systems and processes lie complex structure, is so true and this talk is all about what needs to change in traditional organisational structures in order to drive business agility and deliver great outcomes.

    The talk is based on hands-on experience over the last 12 years in structurally transforming organisations to an Agile way of working and will cover how to deal with issues of scale, org design and resistance to change.
    This presentation will walk through the why what and how of the entire approach, sharing the good and gory experiences, the successes and the pitfalls.

  • Liked Jason Hair
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    Jason Hair - Did Woolworths just start Australia's biggest Startup?

    20 Mins
    Talk
    Executive

    Join Jason Hair, the General Manager of Digital Transformation & Agile Practice at Woolworths Group, tells the story of WooliesX (Australia’s largest ever startup).

    This is a story of the largest company in Australia, which upon realising that their size was potentially hindering their ‘Food Digital Group’s speed to market and agility, chose to create a new Line of Business, which puts the customer, innovation practice, agile ways of working and business agility at the top of their priority list.

    Aided by the Enterprise Business Agility Model, a reinvigorated focus on people & culture, and a purpose built environment, WooliesX has become one of the most talked about ‘new’ tech brands in Australia.

  • Liked Vered Netzer
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    Vered Netzer - agile Leadership - why the army is the most agile organisation I've ever been in

    Vered Netzer
    Vered Netzer
    Transformation Leader
    Thoughtworks
    schedule 4 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    It is time to talk about ‘agile Leadership’.

    Reflecting on 7 years of experience in the Israeli army I’ll be sharing stories and insights about how the army REALLY operates.

    The army is not as ‘Command & Control’ as people commonly expects – it is much more empowering and agile than you’d think.

    At the army, I’ve learnt the true meaning of cross functional teams, the importance of reflection, feedback, creative problem solving, trust, teamwork, conflict resolution, resilience & responding to change.

    This talk will be intertwined with army (and civilian) war stories & tips for leaders in an agile world. This talk aims to inspire a new wave of Agile Leaders, through sharing examples of effective leadership, it draws on real, lived experiences and concepts (directly from the ‘horse mouth’) as well as useful takeaways that attendees can take back and apply to their work.

  • Liked Marcia Ryan
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    Marcia Ryan - Cultivating collaborative relationships during periods of change

    20 Mins
    Talk
    Executive

    The quality of our daily interactions with work colleagues determines how fast and how well we communicate, collaborate, and learn together to achieve successful outcomes. There is a need for leaders and team members to connect well and be comfortable to seek assistance, confident to question current practices and share lessons learnt from successes and failures. With little time and resources, how can organisations build the capability of leaders and teams to rapidly form strong, supportive work relationships and psychological safety that are the foundations for collaboration?

    In this session, Marcia Ryan shares a case study of how a team in the insurance industry managed to collaborate and achieve successful outcomes during a period of business change that created an environment of uncertainty. How did the leader shift the mindset of the team from self-protection to sustain collaboration? How did the team create a safe climate to support each other and continue to collaborate and perform well during this challenging time? Learn how this was implemented, the actions the leader and team members took to rapidly cultivate collaborative behaviours into their daily work interactions and the positive outcomes this led to.

  • Liked Robin Mack
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    Robin Mack / Brendon Hulcombe - Agility in a complex corporate structure, a M&A Story

    20 Mins
    Talk
    Executive

    Restructuring an organisation is complex and time consuming. Decision makers at the executive, board and even shareholder level don’t always agree, making it difficult to succeed in a shared outcome. When property valuation firm, Herron Todd White, undertook a merger, it faced a huge challenge to get stakeholders aligned and able to make key decisions to move the organisation forward.

    Come and hear how this organisation applied agility principles to the merger/restructure process to help engage stakeholders and get to a successful outcome sooner. Beware, this story has a surprising ending.

  • Liked Lani Beer
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    Lani Beer / Timothy Newbold - Nailing executive alignment and organisational health at MLC Life

    20 Mins
    Talk
    Executive

    Building a healthy organisation with an aligned executive team can create one of the most powerful and easily accessed competitive advantages, but this will only be achieved with commitment starting at the top. Join us while we share our journey working with the MLC Life executive team, preparing the organisation for the future.

    Background:

    MLC was an insurance business contained within a large traditional bank, purchased by a Japanese insurance business with a dream to create the best standalone digital life insurance business in Australia. One year into the journey, the CEO identified the need for the executive leadership team to lead differently and optimise the business for change rather than run - he explored agility as the mindset and mechanism.

    Our transformation journey:

    Building a relationship with the CEO and his executive leadership team, we portrayed the art of the possible – sharing what a healthy, aligned adaptive and agile organisation looks and feels like as well as expressing the risks if they continued with the current operating methods and practices. We reflected on past and present to understand constraints and pain points, co-designed a new operating rhythm to enable the leadership team to think and work differently and executed a safe experiment to test and learn from.

    The co-design resulted in a structure and model where the team spends just enough time running the business and have more time to focus on the deep work of changing and transforming the business. This new way of leading includes cascading priorities through the organisation enabling everyone to understand what’s most important, how they individually and with their teams can contribute and how they can innovate to support the strategic direction.

    By co-creating and experimenting with the new working practices and cadence, we established the importance of designing how an executive team can amplify their collective time and resources to:

    • Understand and leverage the strengths of the team to find ways of working that stimulate and boost the performance of their leadership capability
    • Create a shared understanding of what the strategic imperatives are, choosing how to execute on them, and building strong working relationships to accomplish
    • Build a cycle and rhythm to deliver value on immediate priorities with flexibility to adapt based on internal and external influences
    • Influence the ‘system’ to adopt curiosity, creativity and innovation to solve customer pain points whilst aligning to strategic priorities
    • Establish an approach that supports the CEO in gradually dialling up the focus on aligning the team at a course and speed enabling the business to both run and transform

    To aid the broader organisation to respond positively to the adaptive ways of working we established a ‘pull based’ approach to change where lower level teams embraced agile, lean and design thinking approaches rather than forcing a particular model or issuing a directive.

  • 20 Mins
    Talk
    Executive

    Adaptive Cultures and Genworth Australia have partnered on a cultural transformation over the last 18 months.

    Yvonne McIntosh (head of OD for Genworth) and Adaptive Cultures (Alison Cameron and Andrew Brown) present a story that takes us from a financial services company where key leaders believed “there is no way leaders in our organisation will be vulnerable”” to an organisation well on its way to embedding and drawing strength from vulnerability, having honest conversations and embracing reflective learning as a key tool for growth..

    Hear stories of transformation from the “trenches” of leaders having challenging conversations, revealing their deeper fears and beliefs and transforming relationships, teams, strategic alignment, speed to market and business and customer outcomes.

    Hear stories from the CEO through to the frontline about how transparent conversations, the power of reflection and the courage to be vulnerable are evolving the organisations beliefs about the role it can play in the market. And how organisational beliefs are evolving alongside people’s shifting beliefs about themselves, what leadership is and the responsibility each person has to being their best selves.

  • 20 Mins
    Talk
    Executive

    Over the past few years marketing teams have been modernised by heavily investing in new technologies and harnessing new capabilities, but have continued to operate in the same way. Consequently, they are yet to unleash the full potential of the investments made in their people and systems. Rest uneasily... the next wave of disruption for marketing teams is here - and it’s happening through changing our processes.

    Hear from the Marketing Executive of the Year (CEO Magazine) and Australia's #5 most innovative Chief Marketing Officer (CMO Council Australia) talk about her practical experiences of embedding agile ways of working within the finance and education sectors.

    Gain practical insights into some of the lessons learnt from embedding an agile approach within marketing teams.

    • Understand how agile marketing is different to software agile
    • Harness new ways of working to empower those who do the work to scope their work
    • Free up people’s calendars and emails so they can do real work and improve productivity
    • Uncover basic principles that have a profound impact - on both the work and the culture
  • Liked Paul de Quaasteniet
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    Paul de Quaasteniet - Customer Driven Transformation @Watercare - Blending Agile Teams, Operating Model Reorganisation, and Design Thinking

    Paul de Quaasteniet
    Paul de Quaasteniet
    Programme Director
    Watercare
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    Watercare, a lifeline utility company with 1.4 million consumers, is undergoing a massive transformation which puts the customer at the centre of the company. Responding to customer's problems and needs quickly is a big challenge and requires a motivated and digitally enabled workforce and agile teams that adapt and flex to different demands.

    This challenge also requires leadership and culture that embraces and celebrates rapid experimentation, iterating potential solutions with customers and end users, and disciplined continuous learning and improvement as the normal daily, weekly and monthly routine. Data, analytics and insights are central to enabling this leadership and to driving this culture.

    During this address Paul de Quaasteniet, Director of the Strategic Transformation Programme (STP), and Peter Johnston, a strategy, design and change consultant, will share key lessons, hints and tips from the journey so far, including:

    - How the Target Operating Model redesign put business agility as a core design principle, driving key decisions including new executive team leadership styles, new team structures and mechanisms for working across business functions

    - How the New Zealand business community has recognised Watercare's Procurement team with the Procurement Change of the Year award, for driving business-led agile change, introducing cross-functional squads, scrum masters, and product owners to achieve outstanding procurement outcomes

    - How the STP has driven a 1.5 year behavioural change programme with 200 of Watercare's top talent group, setting up over ten squads that are delivering business-led digital change, headed up by Product Owners from the business (not from IT), enabled by an intensive training and communications engagement programme in business agility, high performance teams, leadership agility, product ownership, scrum mastering and design thinking

    - How the design of the new Digital organisation function followed an agile, design thinking approach, with design input starting with non-IT business executives and stakeholders, and organisation design prototypes for Digital domains being tested with business leaders before implementing

    - How 'HR are going agile', through working in squads to rapidly prototype and build a workforce experience AI solution to test and refine with their end users, Watercare people

    - How User Experience Design and Design Thinking are being used to redesign Watercare's digital customer experiences, build Watercare's first customer app, build a Data Hub and customer centred 'Nerve Centre' enabled by data platforms and technology, and redefine how Watercare people work together in teams across Planning and Construction, Operations and Maintenance and Customer and Billing organisational functions

  • Dr Amy  Silver
    Dr Amy Silver
    Dr Amy Silver
    amy
    schedule 4 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    Psychological safety is paramount for innovation, capitalising on diversity of thought, and connection with our work. Building teams that are capable of using trust and effective conversations are where we need to be in order to close the gap between what we could do and what we actually do.

    We must also be able to stretch our behavioural range, drive ourselves towards our goals of being vulnerable and courageous. How we do that will depend on how safe we are: safety drives courage. By enabling The Safe Space within our team, we can use each other better to make more agile and responsive moves.

    In our VUCA (volatile, uncertain, complex, ambiguous) world, we must foster our human connection and collaboration for remarkable achievements.

    But how do you aide it? How do your behavioural and thinking habits limit your contribution to the collective? How does your behaviour enable others to bring their best game? How do you build a culture that enables true collaboration where the collective overrules the ego?

    Amy is currently writing the book The Safe Space: How leaders make courageous teams.

  • Liked Chris Webb
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    Chris Webb - Organisational Impediments to Business Agility: True story of locked leadership mindset and how to make real cultural change through unlocking business agility

    Chris Webb
    Chris Webb
    Director
    PwC
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    The story of the top 4 layers of leadership at large scale Australia company recognising their top 15 organisational impediments to agility and their journey to making actual change.

    In this session you will understand:

    • How they looked across the entire organisation of 50,000+ people to understand what the impediments are
    • What the top 15 impediments are
    • How they brought together the top 4 layers of leadership across organisation in a room to co-create solutions to impediments, challenge leadership mindset and a real-time cultural baseline line of leadership
    • how traditional approaches to addressing and resolving organisational impediments propagated progress. Then what was actually required to start making
    • An approach that started yielding results that you can apply to your organisation
  • Liked Frank Vassallo
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    Frank Vassallo - SA Water’s agile journey

    Frank Vassallo
    Frank Vassallo
    Agile Practice Lead
    SA Water
    schedule 5 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    SA Water is South Australia’s leading provider of water and sewerage services for over 1.6 million people. For more than 160 years SA Water has been working together with South Australians to ensure a reliable supply of safe, clean water and a dependable sewerage system. SA Water is a statutory corporation reporting to an independent Board, and is included in the portfolio of the South Australian Minister for Environment and Water.

    With a vision to provide world class water services for a better life, SA Water is undertaking an organisation-wide journey that puts customers at the heart. Its program of transformational initiatives includes embracing digital technology and agile project management approaches to change the way it delivers water and sewerage services. Its digital transformation work was recognised in April this year when it was named Digital Utility of the Year at the Digital Utility Awards.

    This presentation and discussion will focus on how SA Water has embraced agile methodology to deliver IT capital projects, including its world-leading smart water network in the Adelaide CBD. The journey from a traditional project management approach to adaptive, flexible and agile ways of working was initiated to shift SA Water to a bi-modal operating environment. This new way of working has involved innovative governance solutions and ensures SA Water’s project approach is aligned to its business strategy and focused on putting customers at the heart.

    It will also cover the challenges and opportunities encountered; how an agile approach is being expanded into the business and IT operations; and the next steps in SA Water’s agile journey.

  • Liked Terri-Anne Kingsley
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    Terri-Anne Kingsley - Doing Agile without anyone realising it

    Terri-Anne Kingsley
    Terri-Anne Kingsley
    Digital Product Lead
    ABC
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    A team whose output is mainly "business as usual" - a team that subs and publishes stories and distributes them around a network - might not seem like it lends itself to Agile processes.

    A team already somewhat cynical about meetings, agendas, phone calls and so on might not seem like a good target for introducing a new process like Agile.

    We decided to see if our team would benefit by using Agile processes (spoiler alert: they did) - but we never mentioned the word "Agile" to them. Now they're proposing more Agile-type processes on their own - and they still don't know they're "doing Agile".

  • Liked Gareth Holebrook
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    Gareth Holebrook - Fraedom Practice Model 2.0

    Gareth Holebrook
    Gareth Holebrook
    Agile Practice Lead
    Fraedom
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    In 2015, after growing to 150 people, Fraedom established a practice model inspired by Spotify patterns. An additional innovation was the HR advisor now called "People and Experience Partner"

    The purpose of this talk is to discuss the challenges of refreshing an org structure to broaden agile practices, during rapid growth, in an uncertain Fintech environment. Incremental change for a mature organisation that has some normalised dysfunction also requires a different approach to a baseline Agile transformation. This all needs to be done without damaging the award winning culture, we are CIO Awards winners 2018.

    This year Fraedom comprises over 300 people, is more mature and less mature. After the acquision of Fraedom by VISA it is expected that the organisation will double in size again in the next few years. Also this year, the speaker was appointed as Agile Practice Lead with the brief to coach the team of Scrum Masters to excellence, review and refresh on the Value Stream of product Delivery and consult on an overall upgrade of our Organisational OS, to Practice model 2.0.

    Practice 2.0 will build on the first iteration, enable growth beyond the Dunbar number of 150 people, and spread beyond just the technology part of the enterprise. While it will have its own release version, the intent beyond is to have a far more adaptive approach to organisational design.

    The speaker will describe cultural challenges and how to embed 'keystone habits' of collaboration, learning, slicing and swarming so that our beliefs and behaviours enable the organisation grow without compromising the 'startup' mindset that exists.

  • Liked Rob Roe
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    Rob Roe - Giving Hope - For Stakeholders, Employees and Clients

    Rob Roe
    Rob Roe
    Director
    signalroad
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    Giving Hope is the title of a forthcoming book which takes a look at three Not-For-Profit organisations and their challenges of fundraising.

    What was quickly discovered was the issue where deeper than simply new ways of raising money. There were many organisational challenges which the authors have summarised as the six challenge of fundraisers. It was through the use of Business Agility that the solutions to these six dilemmas can be found. The Not-For-Profits are underway in implementing these approaches, however there is still much work to do. This is the story of that journey.

    The six Fundraisers' Dilemmas.

    1. The Staff Turnover Dilemma

    Staff retention data shows that people are not only leaving For-Purpose organisations in larger numbers but also that the length of their tenure is getting shorter.

    2. The Cost/Ratio Dilemma

    For-Purpose organisations are constantly being asked, “what is your overhead?”. Often underfunded For-Purpose organisations striving to fix some of the world’s hardest problems are being asked to operate more efficiently than their For-Profit counterparts.

    3. The Tied Funding Dilemma

    It is a long way from the Donor through the For-Purpose organisation to the Beneficiaries however often the Donor, be it a government department or foundation, believe that they know best and tie their funding to a specific program.

    4. The Hope or Misery Dilemma

    Nothing raises money more than a photo of a sick and dying child. But for fundraisers and program managers they want to offer hope not misery. Marketing favour the misery approach. The challenge is to balance the two.

    5. The Crowded Market Dilemma

    “Not another charity” is the cry fundraisers hear from would be Donors. The market space for fundraising is getting more crowded by the day with a multitude of new Foundations and For-Purpose organisations having to meet the increasing needs of more and more deserved beneficiaries and causes.

    6. The Pecking Order Dilemma

    The funds that are raised by the Fundraising Team is critical to allow the For-Purpose organisation to operate in the first place. Without this money nothing happens. Yet Fundraising Directors are not always included in the executive leadership team and the Fundraising Team nearly always plays second fiddle to the Programs Team.

  • Liked Rebecca Gravestock
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    Rebecca Gravestock - Enabling our people to do the best work of their lives

    20 Mins
    Talk
    Executive

    Today the business world is in a state of perpetual change and rapid transformation – something a game-changing business like Xero is at the forefront of driving. However, in its wake, businesses and industries are being disrupted. The only way to survive and be competitive is to be more nimble, adaptable and innovative than ever before. And importantly we need to think about our greatest asset – our people – in a new way.

    Investing in our human capital is even more important than ever, and at Xero, we strive to continually shift the dial on our people experience, creating a positive workplace where our Xeros really can do the best work of their lives. In this presentation, Rebecca will share a number of examples of what Xero is doing to create a positive and evolving people experience

  • Liked Stephen Heart
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    Stephen Heart - Play, an Agile Process

    Stephen Heart
    Stephen Heart
    Director
    Playworks® Oz
    schedule 3 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    Business Agility; Forbes suggests that Business Agility relies heavily on a need to willing experiment, to fail, find the kernel of usefulness in the failure and grow it. To be able to put people before processes, adapt to new environments and communicate simply and mindfully. An Agile business can change direction rapidly. Czikszentmihalyi has a lot to say about flow state at work.

    Play: Through playful encounters we find the desire and ability to create imaginatively, to experiment, explore to take risks in front of others and to fail, to learn from mistakes made by ourselves and others, and begin again and in that process, we develop the social awareness, emotional intelligence and resilience skills required to communicate honestly and collaborate efficiently because in that flow state we keep the enthusiasm for play going.

    In addition, when we play we have the opportunity to model best practice and see it being modelled. Czikszentmihalyi was originally going to call his bestselling book ‘Flow’, “Play”.

    This presentation will show advantages of using playfulness in workplaces especially when looking for greater insights into individuals ‘other’ skills and qualities and clear ways to communicate ideas.

  • Liked Paul Lewis
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    Paul Lewis - The Frozen Middle - Learnings from Strategy to Execution

    20 Mins
    Talk
    Executive

    Bankwest is undertaking an Enterprise wide Transformation to be agile & responsive, customer obsessed and digitally empowered.


    In undertaking the transformation program we initially broke many of the rules we espoused - we created the strategy in secret, designed a high level operating model with an external agency and a small number to internal employees over an extended period of time and expected leadership buy-in when we revealed our "Ta-Da" moment!


    Quickly positioning the Bankwest journey, we'll laser focus into our A-Ha moment and how we quickly changed our approach - creating a leader "immersion event", the need to create psychological safety, generating ownership through co-design and how this created buy-in and accelerated pace of change.

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