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  • Liked Layla Foord
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    Layla Foord - TBA

    Layla Foord
    Layla Foord
    Global Head of Product
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    schedule 2 weeks ago
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    18 Mins
    Invited Talk
    Executive

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  • 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 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 / Parikshit Basrur - 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 Liam Brobst
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    Liam Brobst - Planning, PowerPoint and Presuppositions. Adobe's experiment in 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 planning and powerpoint and presuppositions, we would go ask the customer and design services with them.

    In this story we'll share the long, hard slog of what it takes to try something new, how colleagues and customers reacted and what we're going to do next.

  • 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 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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