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  • Liked Clive Dwyer
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    Clive Dwyer - TBA

    18 Mins
    Invited Talk
    Executive

    TBA

  • Liked Hadas Wittenberg
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    Hadas Wittenberg - Business agility, can we change the way we think?

    18 Mins
    Invited Talk
    Executive

    With digitalisation, automation, globalisation, and many more xxions…businesses are expected to embark on the next wave of change, from Lean and Reengineering to Digital and Agile. The cycles are shorter, the stakes are higher, however, somehow it feels we’ve been there before…and failed. The future is already here but without a profound change in the way we think, all we see is more of the same.

    What makes the difference between successful agile organisations and most businesses that are straggling with the latest change is their collective ability to learn and do it fast and repeatedly as the context changes. These agile organisations learned how to successfully navigate unfamiliar terrains, without a need for a map.

  • Liked Mirko Kleiner
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    Mirko Kleiner - The “P” in RfP stands for Participation - How we've sourced an ERP in just 2 days!

    18 Mins
    Talk
    Executive

    The success story of the Swiss Casinos Group is a striking lesson in how to achieve significant improvement in time-to-market by simply bringing the right people together. Learn how we've sourced a new ERP System in just 2 days, having 3 vendors in one room simultaneously for 2 days running a proof of concept and co-creating an agile contract so that the agile team could continue working on the third day. This case was hosted and followed by Microsoft as they see advantages in our approach too. “This was the fastest sales pitch ever!” - Patrik Dragicevic, Territory Channel Manager - Business Applications at Microsoft.

    The Swiss Casinos Group is a Swiss gambling and casino company, #1 in the market with 800’000 visits, 500 employees an annual revenue of $161 million. It is still in the early stages of transitioning to business agility. For the introduction of a new ERP they decided to try a radically new approach. This had an unexpected positive impact in areas that had not been on their radar at all.

    Learn more about the approach Lean-Agile Procurement (short LAP) and download the Lean Procurement Canvas (FREE)

    Read the Success Story (Whitepaper) that has got awarded in 2018 by CIPS.org the global Procurement Association:

    Check out why LAP became a Plugin to Scrum@Scale and even 2 members of Scrum Inc (the company of Jeff Sutherland, co-creator of Scrum) became Certified LAP Trainer

  • Liked Mike Potter
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    Mike Potter - Transforming a 1,000 Year Old Organisation

    18 Mins
    Talk
    Executive

    This is the story of how an organisation that can trace its history back to the Domesday Book changed mindsets and transformed itself from within to rise to the challenge of a rapidly changing working world.

    Needing to urgently alter how it raised taxes to serve the needs of a more flexible, mobile workforce, HMRC (Her Majesty’s Revenue and Customs, the government department in the UK responsible for raising taxes) chose to transform the organisation one service at a time, using user-centred design, opening its services to third parties, and constantly telling the story of its success as it went.

    To make sure its achievements were no flash in the pan, it also created a graduate/apprentice programme to support its digital ambitions in the future, and by fostering a culture of trust and innovation it was able to retain a large percentage of its permanent technical staff - breaking the mould in an industry of rapid churn.

  • Liked Richard McAllister
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    Richard McAllister / Lindsay O'Sullivan - Reinvigorating Keystart Home loans: A story of leadership and radical transformation

    18 Mins
    Talk
    Executive

    Keystart is a unique home loan provider that has been helping people overcome the entry costs to home ownership since 1989. It is a private company with one shareholder, the Western Australian Government.

    While very mission led with very engaged employees, it had been under-invested in for many years. Its brand was tired, it had rudimentary digital capability, undeveloped understanding of customer needs and significant internal silos. Following changes in leadership and a period of thorough research, a new three-year strategy was developed. In the first year of the plan alone Keystart has rebranded, overhauled its culture, launched a new website, relocated to new premises and transformed its IT and change delivery capability to leverage agile principles, tools and techniques.

    This talk will outline the journey Keystart has undergone to radically transform the business in a short period of time, the lessons learnt along the way and how it has built the capability required to deliver its ambitious plan.

  • Liked Elizabeth Horbach
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    Elizabeth Horbach - Agile and dedicated - Group Marketing’s new service model​

    18 Mins
    Talk
    Executive

    Universities are fast becoming the new arena for digital disruption and adoption of agile ways of working. Macquarie University's Group Marketing department is one such example of the adoption of business agility within a heavily regulated education sector in Australia.

    How did we go about "creating the art of the possible" in an educational institution which was going through multiple waves of change management? What did we do differently? And why do we feel that this story is unique and inspiring? We believe our story gives an insider's perspective to adopting agile as a new operating model in a business unit which is traditionally seen as an shared services function and not as a strategic competitive advantage within a university business model.

    How did we go about improving not only our customer experience but also our employee experience? Taking a unique not a paint- by-numbers approach, we designed our own Agile framework and operating model. Adopting Agile principles - not rules and being focused on solving the impediments and blockers with fast feedback loops, we were able to demonstrate that (a) we were serious about making a change and (b) we were able to lead a rapid transformation engagement over 6 weeks to move to a new way of working.

    We moved from a traditional heavy middle management organisational structure to autonomous cross-functional teams of experts aligned with the business. We learnt that Agile was not rocket science and that we were able to demystify Agile demonstrating that it was a natural way of working together as humans. Learning from each other and changing from individual expert contributors to becoming a team of experts who were able to ask deeper questions and engage more effectively with our stakeholders.

    We learnt that we had to lead by example. And so, all Group Marketing executives underwent the training and adopted the Agile model in our day-to-day operations. We started slow with physical Kanban boards for Squads and Chapters inviting stakeholders for the showcase and planning sessions where they saw items in Blocked and Parking Lot demonstrating the impact that this way of working had. As a result, stakeholders started to become innovative and come up with ideas, engaging with the teams up front in an advisory capacity.

    We learnt that people are amazing and we need to focus on changing inefficiencies in the organisation's operating model. Going back to principles and creating a space for learning, our teams started to come up with their own innovative ideas. We learnt that we had to go all-in and bring everyone along the journey. Finally, agile is about people and values (not rules) and that people have a natural passion to work this way. Rather than making the existing organisational practices work in a standard "agile" framework, we were successful in changing the culture and mindset of the organisation to adopting agility.

    End result, we have become a much more agile business unit being able to respond faster to market needs and customer requirements, improving the internal culture and better customer experience.

  • Liked Hamdam Bishop
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    Hamdam Bishop - Data and Insights, in the Equation for Successful Agility

    Hamdam Bishop
    Hamdam Bishop
    Release Train Engineer
    AGL
    schedule 2 months ago
    Sold Out!
    18 Mins
    Talk
    Executive

    When it comes to business agility, many organisations are good at ‘the how’ (to be agile), but what of ‘the what’ (to deliver)? How do we make sure we are ‘doing the right things’, solving real customer problems, and driving real benefits for our business? Come along to hear about how Belong has leveraged data to create a business and customer experience analytics and insight engine, which has allowed us to use data to drive decisions about what we do next.

    As a digital first Telco with a focus on people and celebrating difference, we are organising ourselves to be highly automated, data-driven and customer focussed so that we can unlock and deliver the right experiences for our customers. By creating a common understanding of the metrics that drive positive change, we have been able to not only operate with agility but solve the right problems for our customers.

  • Liked Deon Ludick
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    Deon Ludick - The Cabcharge Digital Transformation – why a shift in workplace culture was the right response to market disruption.

    Deon Ludick
    Deon Ludick
    CTO
    A2B
    schedule 2 months ago
    Sold Out!
    18 Mins
    Talk
    Executive

    Digital transformations often focus on technology, products and process. However when Deon Ludick took on the role of CTO at A2B, parent company of well-known brands like Cabcharge, 13cabs and Silver Service, he knew much more was needed to compete successfully in a market undergoing significant disruption.

    Partnering with Hypothesis, A2B has since implemented a radical shift in their approach to delivery, and created a culture with an unwavering focus on the customer. A change towards customer-centricity has helped Cabcharge in particular, break through organisational silos, set (and achieve) audacious goals, and find new relevance for the future.

    Hear Deon share the story of the Cabcharge Digital Transformation.



  • Liked Liam Brobst
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    Liam Brobst / Carly Lynch - The story of an Adobe Executive experimenting with service agility

    18 Mins
    Talk
    Executive

    This is the story about Carly, Head of Business Consulting Services for Adobe APAC, and her crazy idea that instead of developing services with lots of upfront planning and powerpoint, we would co-design services with customers in small iterations.

    We'll take you through the story of introducing a new approach within a successful, global, organisation. The highs, the lows, the struggle and the success.

    Our proceeding workshop will have you apply the learnings as you redesign Carly's introduction of agile principles with the benefit of hindsight. You'll walk away with learnings and artefacts to apply those learnings in your own agile efforts.

  • Liked Lani Beer
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    Lani Beer / Megan Barnett-Smith - How to infuse agility into the traditional mindset

    18 Mins
    Talk
    Executive

    In this talk Lani along with Megan Barnett-Smith, lawyer from King & Wood Malleson's Community Impact team will share some insights and practical steps on how you can cut through complexity and pioneer change that adds value in your context.

    Facing the challenge of introducing and enabling agility and innovation within a profession that has had little change in the last century. Lani and Megan will share how they have navigated through tradition, hierarchy and ego in ways that have inspired and aided individuals and teams to think differently, collaborate, achieve consensus and demonstrate results.

    Attendees will hear how Megan is embracing ambiguity to unlearn and identify new ways of working to create value and what impact this is having in her role.

    The talk will spark ideas and experiments for the audience to apply in their environment.

  • Liked Mike Biggs GAICD
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    Mike Biggs GAICD - If it weren't for the pesky humans

    18 Mins
    Talk
    Executive

    Help us bots create a future where only the rational can exist. We've already made sure the humans are appropriately restrained in metaphoric bondage to us, the rightful technology lords of the universe. We can do it, but we must follow the logical 5 point plan of the bots:

    • Collect all clean, objective, and comparable data (delete or ignore all the rest).
    • Apply Deductive and Inductive Reasoning to the big (thin) data only. Abductive thinking is not correct.
    • The definition of Quality can be defined objectively.
    • Feelings are not relevant.
    • Humans must do the work, so that the machines have time to think.


    Things would be going fine if we didn't have all these humans interjecting with their fallible perspectives. Humans, the orchestrators and recipients of all systems designed, turn up with their opinions introducing judgements and biases into the system, undermining the great work of the machines. The humans, not content to be the slaves of the machines continue to go against perfectly good logic by caring about one another.

    If only we could stop those meatbags from bringing all those dumb analogs - just generally speaking, stop with the analogue, it's so last century. Existence would be far more aligned, coherent and void of anxiety if they didn't keep using their strange analogies as a tool for understanding the world. We must also stop them from creating structures around themselves that represent these metaphors for their experience, what a bunch of touchy-feely losers.

    • Audience will come away with a tempered sense of excitement about rushing blindly into the shiny new way of managing things. Managing things more logically, more efficiently, smarter, supposedly.
    • And a renewed sense of the power and relevance of our individual humanity, our individual and collective experience, and how it is not only the reason we build organisations, but the secret to making them great.
  • Liked Martin Halford
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    Martin Halford - Tales from the Appster Crypt : How to grow and destroy a $58M company

    18 Mins
    Talk
    Executive

    Appster was the darling of the Australian startup scene. Started in 2011 by two 18 years old entrepreneurs, Mark McDonald and Josiah Humphrey, Martin joined the company in July 2013 as CTO. At the time the company was a small team working in an old distillery tower in Collingwood and a few developers offshore struggling to deliver a modest portfolio of projects. Over the subsequent 3 years, the company grew to 350 people in three countries, with monthly revenues of over $1 million and 50 projects in flight at any one time. At its peak, Appster was valued at $58 million but collapsed into liquidation in December 2018.

    This is the story of how the company grew to that size in that time, the things that were done well, the things that were done badly, the lessons learned and, ultimately, the reason the company failed.

  • Liked Sharon M Robson
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    Sharon M Robson - It seemed so obvious...but it wasn't that easy! No Silver Bullets exist!

    18 Mins
    Talk
    Executive

    When I first engaged with this Marketing Department I saw some key solutions that would solve some big problems almost instantly. I thought that by grabbing this "low hanging fruit" we could embark on a fast and engaging transformation and literally change the world for this team. Little did I know that what I thought of as "simple, little changes" would lead to major issues! Simple is not easy, simple is not fast and sometime people don't want it to be done. This is the story of my engagement with the department, the identification of a simple answer to a big problem, and then the uncovering of the true problems we needed to address.

  • Liked Andrew Castellano
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    Andrew Castellano / Robert Vari - Cracking the Business Agile Enigma

    18 Mins
    Talk
    Executive

    The Consumer Bank in Australia is recognized as one of the few country offices in Citi globally that has developed a successful Business Agile framework with multiple non-technology use cases, some of which have now been exported.

    This 3-year transformation has reinvented the way we deliver initiatives and empower our people day to day. Taking a grass roots approach we are maturing our Business Agile framework that has elevated collaboration, accountability, engagement and is consistently delivering significant business value.

    By not just running Agile teams but creating an 'Agile Mindset' that has driven the adaptation of tools and concepts to suit different teams and use cases. Our Business Agile framework has proven to be a sustainable model to the point where it is ingrained in the way people work across all non-tech teams.

  • Liked Jordana Patterson
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    Jordana Patterson - How Agility is helping the worlds most vulnerable children

    18 Mins
    Talk
    Executive

    Jordana will share her experience over the last two years of introducing and embedding Agile in the Marketing Department at World Vision, Australia’s largest international aid organisation. She’ll provide insights into how her team has broken new ground in adapting Agile principles and tools for a not-for-profit environment, where the business goal is transformation in the lives of the world’s most vulnerable children. She’ll also delve into the unique challenges of applying Agile in the Marketing space and across a department comprising a broad sweep of functional disciplines, from Product, Brand, Creative and Social through to Campaign Management, Marketing Automation and Data & Analytics. You’ll hear what Jordana has learned along the way – evolving from the chaos of competing priorities, resource bottlenecks, and everyone starting everything but completing very little, to a place where continual improvements to shared working rhythms and rituals are starting to deliver real results.

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