All transformations have to start from within. This session was an attempt to create awareness on Diversity and Inclusion.

ING has been undergoing a large-scale transformation with respect to how we work. From waterfall to end-to-end agile, from a few, large, manually controlled IT changes per year to ten thousands of fully automated changes per month. From outsourcing where ING thinks and partners do to co-sourcing where thinking and doing is distributed with the partners. We have become proud but intrinsically face the risk we focus too strongly on how we work and forget what we do. Hence the strong focus on strategy definition, a QBR process, and Obeya rooms being the start and end of design thinking.

Shell is one of the largest energy companies in the world, with a long history in Oil & Gas. The Oil & Gas market is known for its long (multi-year) projects and pay-back periods. However, the rise of renewable energy and a changing technology landscape requires doing business differently. One of Shell’s responses to the changing environment is embracing digitalization as an opportunity, and fundamental element of doing business. Nils Kappeyne (VP & CIO of Integrated Gas & New Energies) will share his perspective on how Shell is ‘acting its way into the future’. In this key-note, Nils will explain more about the ‘digital ventures’ that are part of Shell’s New Energies business, and share how a corporation with >90,000 staff is on its way to embed digitalization in the way we do business on a daily basis.

Governments the world over are beginning to recognise the need to embrace digital change and transform how they provide services. A pioneer of that was the UK which in 2011 began an ambitious programme of digital change, led by a new unit called the Government Digital Service. Over five years they transformed users' experience of dozens of government services, saved billions of pounds in the process, and embedded significant new capabilities across government. James Stewart was one of the founders of that unit and led much of its work on technology and security. He'll share some lessons from that journey and how they can be used for others on a similar journey in any complex organisation (not just governments).

I have given several presentations about the use of stories instead of science in our industry, so I thought I should try to be more helpful and give a session on experiments. No, this is not too rigorous! I am not going to talk about statistics! I am going to talk about cheap, easy experiments, what to do, what to be aware of, including our cognitive biases. I share some of my experiences with teams who are really doing it. My goal is to encourage everyone to be a bit more methodical in decision-making and to replace "that won't work" with "how can we test it." I hope that participants will walk out the door with a plan in hand for one or more experiments to run in their workplace. I also hope to improve the scientific vocabulary a bit and describe some cognitive biases that get in the way of decision-making.

Agile management has become necessary to survive, but is it enough to thrive? Many organizations have embraced Agile management on the assumption that if they upgrade existing products and services through cost reductions, time savings or quality enhancements for existing customers (i.e. operational Agility), they will realize financial gains. Owing to increased competitive pressures, this assumption often proves incorrect and consequently top management support for Agile often flags. It turns out that major financial gains are more likely to come from Strategic Agility, i.e. generating innovations that create entirely new products and markets, and that turn non-customers into customers. Strategic Agility is the next frontier of Agile management. The profit margins are bigger, and the value to society is often larger. Steve will show what’s involved in achieving Strategic Agility, including a playbook for systematically generating market-creating innovations and the necessary shift in culture that is required.

Agile methods and DevOps approaches can bring enormous benefits to an organization by increasing flexibility, reducing time-to-value, all while increasing quality. However, these are not methods you simply "adopt". They require a substantial transformation of a company's values, beliefs, and processes. For example, DevOps is about removing impediments from the flow in the software delivery to the business. Likewise, agile requires changing the way the company budgets and funds projects.

This session reflects on the experience of truly transforming IT inside a large organization as opposed to simply adopting DevOps.

- The Statoil implementation journey

- The problems with traditional management, including budgeting

- The Beyond Budgeting principles and companies on the journey

- Statoil's "Ambition to Action" model;

- redefining performance - dynamic and relative with a holistic performance evaluation

- dynamic forecasting and resource allocation and no traditional budgets

- from calendar-driven to event-driven; a more self-regulating management model

- Implementation experiences and advice

Dr.Bauer and her team have been working to build genome-scale data pipelines that address the computational challenges and limits present in today’s cancer genomic (bioinformatics) data workflows.

Dr. Bauer and her team have built solutions which use modern architectures, such as serverless (AWS Lambda) and also customised machine learning on Apache Spark. AWS Community Hero. The CSIRO team is pushing solutions at the cutting edge of bioinformatics research which best utilizes advances in cloud technologies.

In this demo-filled session, Dr.Denis will discuss and demonstrate some of the work they’ve done in the bioinformatics research.

Using examples from his award-winning design consultancy, Alan Cooper shares the secret to his success: working backwards. Working backwards means taking the time to ask the hard questions before wading into unfamiliar territory. It can be scary (and for some, frustrating), but it's the only way to innovate.

Agile development has fixed lots of problems in software development, Companies using it consistently deliver working software more predictably than ever before. But, the software they make isn't necessarily better, or more successful in the market. Because the things we need to do to make a product successful aren't baked into agile development. And, in fact, strict adherence to common agile practice can result in even worse products.

This talk explains why and gives you 5 concrete changes to Agile development you can make to improve things. These aren't things your product owner or product manager must do. They're the things the whole team need to do. And, they're not easy things. But, they're necessary if you want to more consistently make products people love.

Coined by Gartner, AIOps platforms leverage big data and machine learning to support IT functions. At higher level, analogies to DevOps it is continuous integration and continuous deployment applied to IT core functions.

In this disruptive world to meet the exponential demands of pure business value, it is crucial that enterprises reduce cost and effort on IT Infrastructure and Operations, spend more time on innovation with humans solving new problems.

In this talk, the primary goal is to increase the awareness of AIOps and its benefits for IT Operations. It introduces the breath of capabilities expected for AIOps Platform and needs to be built from various vendor tools. AIOps Platform can be leveraged to disrupt existing IT Support models. Agile Machine Learning bots can be applied to lean agile practices across development and IT operations functions.

The talk showcases how Cognizant’s OneAgility Platform can assist organizations in AIOps transformation journey supporting key IT functions such as continuous monitoring, continuous visibility and continuous operations.

Key Issues/Outline:

• As I&O leader, how do I process and extract comprehensive insights from real time and historical data entering my organization from multiple sources?
• How do I apply machine learning to have machines solve known problems and human solve new problems?
• How can I automatically detect anomalies and automatically respond with recommended remedies from growing database build on pattern recognition and analytics?
• How can I reduce mean time to resolutions using machine learning applied to Lean Agile practices across development and operations value streams?

“An Out-Of-The-Box implementation of Agile & Lean : Agile & Lean Movie Making” is a fresh and innovative topic and most importantly it has got a completely new dimension of tailoring and adopting Agile & Lean like best practices from other industries like Movie Production Industry to the IT (Software) world and vice a versa like we did the same a decade back by adopting Six-Sigma & Lean practices from Toyota & Motorola. This framework also talks about the extent agile & lean techniques can be tailored to deal with very specific scenarios or in very specific industries. The topic and the framework has been discussed, debated and finally accepted by the Agile & Lean communities worldwide as it challenges some of the standard Agile, Lean and Kanban practices which cannot be implemented as its original form in many exceptional scenarios.”

I hold the Guinness World Record for the Deepest Dive by a Woman on Scuba. 221m). At first glance you wouldn't think there is much to connect the world of deep diving (in caves) with business - on a deep dive the risks include death, in an Agile Transformation physical injuries are rare ( we hope). A deeper look

In today’s fast changing world, building a successful product is key for an organization. With ever changing requirements, building the most valuable and viable product for customers in a shorter time window is essential. Communication and collaboration of the teams working on the product are of utmost importance to build the right product/features. Drawing inspiration from agile manifesto – individuals and interactions, teams need to focus on continuous flow of information and minimize the time delays in information exchange. However, distributed nature of the workforce impacts the way teams bind together to deliver the right product.

Effectiveness of geographically distributed teams will be impacted by reliability of information exchange across functional roles of the scrum team AND by communication delays due to distribution. In this session, we will understand an approach to measure the globalization effectiveness index of geographically distributed scrum teams and suggest ideas that help to bring the real world distributed scrum teams closer together.

In a recent publication by the National Center for Women & Information Technology, it was found that gender diversity at top management levels improves companies’ financial performance - yet the numbers show that we're far behind in hitting goals of balancing leadership roles. Join an international panel of leaders from design and tech for presentations and a town hall discussion. Learn how these individuals develop goals and practices to move toward leadership equality while addressing the similarities and differences between American, European, and Asian cultures and the way we work together.

Panel
Sue Cooper, Co-Founder, Cooper
Reema Diwan, Corporate Director - Technical Services & Interiors, Taj Hotel
Mary Wharmby, Head of Design Transformation, BBVA
Deepa Bachu, Co-Founder & CEO, Pensaar
Poornima Girish, General Manager – Digital Development, Shell
Sujitha Karnad, CEO, Sekai Solutions

Facilitated by
Teresa Brazen, Senior Director of Professional Education, Cooper

Being happy at work makes us 12% more productive, research shows. Happy employees lead to happier customers and better business. In this one-day workshop, Maartje and Fennande share their knowledge and extensive experience with you on how to transform your team into a happier team. Based on the science of happiness at work, their successful approach with teams has helped many teams to better cooperation, better projects, sustainable success and better business. Learn about measuring happiness and practical steps to enhance happiness levels in your team. Train-the-trainer.

At Google, we believe it is critical to get user feedback frequently and consistently so that we are able to iterate and develop the best-in-class designs for our users. In this talk, we will discuss different UX Research methodologies that have helped various teams in order to put new ideas, designs, and concepts in front of users on a regular basis. We will also share some of the best practices that we have gathered by applying these methods to various of our products.

"It is not necessary to change. Survival is not mandatory." - W. Edwards Deming

Work takes time to flow through an organization and ultimately be deployed to production where it captures value. It’s critical to reduce time-to-production. Software - for many organizations and industries - is a competitive advantage.

Organizations break their larger software ambitions into smaller, independently deployable, feature -centric batches of work - microservices. In order to reduce the round-trip between stations of work, organizations collapse or consolidate as much of them as possible and automate the rest; developers and operations beget "devops," cloud-based services and platforms (like Cloud Foundry) automate operations work and break down the need for ITIL tickets and change management boards.

But velocity, for velocity's sake, is dangerous. Microservices invite architectural complexity that few are prepared to address. In this talk, we'll look at how high-performance organizations like Ticketmaster, Alibaba, and Netflix make short work of that complexity with Spring Boot and Spring Cloud.