Twitter has rapidly evolved in how we do Machine Learning over the last few years. We rapidly evolved from making incremental improvements to our existing Logistic Regression models to a wave of new Deep Learning architectures. At the same time, we were faced with the challenge of uneven distribution of ML expertise across the company. This is the story of the Cortex team that enabled this machine learning transformation across the entire company by making a set of careful strategic investments.

For an organisation undergoing agile transformation, some of the initial biggest people challenges are around creating new agile roles and finding the talents to fulfilling these roles. The most prominent of the challenges are product owners and scrum masters. Like many organisations, the most immediate strategy is to hire and they often end up with people who are short on industry knowledge, pre-existing agile practices and knowledge that are not aligned or unable to hire. Very often, organisations appoint within internal organisations but fall short on how to find them and how to grow them.

This is an interactive workshop on how to identify and develop competences for product owners and scrum masters. It can be adopted to your organisation's existing competency programmes. In this exercise, I'll be using Strength Finder cards.

I'll also provide some tips on how to scale by equipping the right product owners and scrum masters and growing them.

Agility is about culture and mindset. How much of that is impacted by the set up and the structure of the organisations?

I'll explore and share experience on the few practical differences and the differences in outcome in:

- coaching stable teams over project teams

- scaling with chapter coaching over team coaching

- coaching leadership teams / leaders over team coaching

- instructional coaching over back of the room coaching (in the initial stages)

And I'll share some of the instruments I've used that can be useful. I'd like to keep it interactive with questions.