Culture has a huge part to play in moving a team to high performance and the leader of the team plays a critical role in creating that culture. Sam uses the voices of the diverse scaled agile team he led for 2 years from their entries in his leaving card, and shared how the key themes of their feedback, energy, caring and fun came together to create a culture where team members feel valued, trusted and able to do their best every day regardless of their cultural background or which team or company they work for.

Scrum is a great framework but there are many ways to do it poorly. For example, the average IT worker is interrupted every 15 minutes, which equates to 2000+ interruptions for a Scrum team every sprint. This severely impacts 'flow', team productivity and often reduces happiness and increases stress. It's unthinkable on a production line, yet too often the norm in offices.

I conducted original research with Scrum teams in Australia as part of my Master of Management thesis (and achieved an A), to understand the causes, patterns and impacts of these interruptions on the team's effectiveness and their happiness. And, how mature teams control interruptions rather than let themselves be controlled by interruptions.

Attendees will play a short game to demonstrate how destructive the context switching from handling frequent interruptions is.

My talks are always highly practical and I provide 3 takeaway actions for teams to improve their 'flow' and reduce interruptions.

I delivered this talk at LAST Melbourne in 2018 and based on strong attendance, would like to deliver it in Sydney this year.

A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?

Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.

Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum.Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse

Do packaged frameworks for organising the system of work help or limit performance, outcome and relationships at work? Do frameworks give you an edge or take it away?

Where is the balance between mandating a framework to get started as compared to allowing for a model of work to emerge within the local context of a social system?

We define serious realism as being a cynical optimist with a dash of science and open mind, compassion and open heart, activism and open will and a sense of fun and play.

We take a "relatively" scientific approach to create "almost" comparable outcomes in order to find "less" biased questions to help you find your edge. The participants will also sharpen their tools and techniques that help them on their real life problems at work. This will give confidence to find and apply their edge.

In this immersive social experiment, participants will experience different approaches to social systems change and their effect on the outcome, performance and people in teams or organisations. Participant will also experience different possibilities to organise the work, build relationships and achieve outcomes.

Together, we will find our edge by asking better questions that open new possibilities for work, community and our relationship to those.

Come and experience sciencing, arting and funning in a bundle

Its increasingly common that teams are distributed across multiple offices, in different countries, all working on the same product or project. But how do you make this work well? There seem to be a number of readily accepted tenants of conventional wisdom to help deal with leading distributed teams, from seeming good ideas “teams must be co-located” to ones that are purely economic “offshore teams can be run at a far lower cost”.

This talk will challenge the conventional wisdom around leading distributed teams. I will explore how I have structured distributed teams at finder.com, and explain where and why I deviate from conventional practices (teams are not co-located or bounded by geography for instance). I will show how ignoring or modifying these can produce much better outcomes, happier, more productive teams, and a great culture of distributed work.

I have over 10 years experience leading geographically dispersed teams (in the US, Australia, Manila, and Europe) and growing successful high performing tech teams. I recently set up teams in the Philippines and Poland and will be drawing on that experience for this talk.

The craft of Agile Coaching fundamentally requires deep, insightful, meaningful communication. In everyday execution, this typically involves a coach and the coachees having a conversation, or dialog. However, there are other ways that an Agile Coach and their coachees can connect – nonverbal communication.

Explore the different aspects of nonverbal communication in the domain of the Agile Coach! This workshop overviews nonverbal communication in Agile Coaching and provides a starting point for developing this critical skill.

"Everyone is already doing their best; the problems are with the system … only management can change the system." —W. Edwards Deming

Everybody is talking about Systems thinking these days. But what is "systems thinking" really? And how can we practically use it to get tangible benefits in solving complex organisational problems? Value stream mapping is a very powerful systems thinking tool used to give us a bird's eye view and help us identify key components of the system/organisation that need to be changed in order to optimise the whole.

In this session, we will run a simulation of an actual value stream mapping workshop to solving complex organisational problems such as DevOps transformation. After a short presentation, the facilitator will help each table to identify a value stream, then the teams will work together and map their value streams on wall pads.

You will take away practical tools that you can use the next day in your organisation that will impress everyone and provide tangible benefits for your team/company.

In this session we will explore the following concepts:

- Lead time

- Process time

- Percent complete and accurate

- Activity ratio

- DevOps

- Systems Thinking

Agile has become all the rage with corporate leaders. Agile transitioned in the last two decades from something mainly of interest to software developers (and, initially, only a small number of those) to a major concern for CEOs and senior executive teams. Who these days doesn't want their business to be agile?

The Agile mindset is now seen as important for almost every aspect of modern-day business "best practices". Management gurus, strategy journals and every big transformation program all extol user-centric design, rapid iterations for great product management, the importance of omnichannel customer experience and the ability to easily pivot versus multi-year plans and 500-page business cases. Not least, everyone proclaims the virtues of less "top down" hierarchy in structure, diversity and behaviour.

But in that process, have the goals of the Agile movement been co-opted by corporate leaders to align with their traditional agendas? These include maximising shareholder returns, increasing profit margins, reducing headcounts and relentless cost-cutting.

Is any of that a problem for Agile practitioners?

And, if so, what to do about it? What is your "One Metric That Matters"?

Collaboration over Contracts we say. But... how many times our contracts weren't designed to promote true collaboration? and, how many times our contracts are not linked to any specific constrain or achievement so we cannot confirm if we are succeeding by any tangible means? In my years of experience, most of them.

So Yes, Collaboration over Contracts. But... Contracts before Collaboration!

Normally we use to work on a fixed salary or daily rate basis but, is this the way to leverage best possible collaboration? In my context the answer is a clear NO. That's why I've been experimenting with different approaches since I became an Agile Lean coach back in 2010.

Applying to myself what I advice to my clients is one of my key principles so here I came up with different new formats of Win-Win-Lose-Lose contracts, designed to make sure I’m always putting the collaboration with my clients before the contract itself. Those are normally pretty simple 1-page contracts based on the principles of Full transparency, Short cycles, Results driven approach, Autonomy and Freedom.

In this session I will share these models with the audience, together with their key mechanisms to succeed and the constrains that we have to consider before taking these leap of faith and trust in ourselves.

I wish you enjoy this session and get some good take-aways from it. Meanwhile, I´ll appreciate your comments to my proposal to be able to tweak and improve it if required. Thanks

Find Your Edge with a fun quiz

You hear lots of big words at conferences but can you use them in a sentence?

"Are you taking Holacracy and the Dark Arts this term, Hermione?

"We need to talk about CYNEFIN"

"Does your partner like the Monte Carlo method?"

This light-hearted talk tests your knowledge of tricky vocabulary words and concepts.

Lean and Agile come with their own languages. Learn these words quickly. Once politicians start using them it's too late to impress anybody.

I had been sitting in a few team retrospectives and hearing the same old tired pattern of "what went well, what didn't, what can we improve". The teams were bored, I was bored, they were just doing mechanical Scrum. Retrospectives are such a powerful tool to drive continuous improvement, but what i was seeing was a stagnation and the true value of this event was being lost.

End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.

Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.

How can an Agile Coach figure out when an Agile “Transformation” is going wrong? Are there signs that they might see, heed, and take action upon? Of course, there are!

Hindsight is 20/20, but in the moment, these warning signs can be hard to see. Let’s explore some of the more common, and frightening, warning signs that your Agile “Transformation” might be exhibiting. We will discuss transformation provider types, frameworks, keywords, and other anti-patterns that might be signs that THE END IS NIGH.

This session will review common themes and help familiarize you with the warning signs. Armed with this new knowledge, you will be able to plan as appropriate, to help navigate your organization through potential impending doom.

Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct - what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?

Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.

And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.

Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.

Join the fun and come learn what horrifying results await!

Who among you have that uneasy feeling during each and every scheduled performance appraisal? Supervisors tend to dislike it, employees are repelled by it. And yet it is still practiced. We Agile practitioners do not lack the values and principles to drive ourselves to excellent performance. And yet get de-motivated by company policies and practices that operate under false assumptions. Performance appraisals try (and fail) to provide solutions to specific areas in the world of work. Worse, it risks driving a culture of disenfranchisement and direct towards individualism over collaboration. What do we do instead?

Less time waste, more USEFUL meetings!

The Liberating microstructures (K. McCandless & H. Lipmanowicz) are a repertory of workshop formats that enable collective intelligence and enhance trust among the participants.

Inclusivity, collective intelligence, collaboration, innovation; these words resonate a lot in today's business world where companies struggle to keep up with growing complexity.
And that's why every change agent, leader or facilitator needs to know about Liberating structures.

This 90-minute workshop will be an interactive overview of the liberating microstructures, making every participant aware of the diversity of Liberating formats available.
After a quick introduction to the subject, the participants will investigate the framework to finish with the key principles behind the liberating structures.

Successfully tested in the past (ROTI of 4 at LAST Adelaide)

Why did the iPad make it but Google Glass cost google $900million?

In this new world of unicorns, upstarts and silicon roundabouts, it's easy to get caught up it making it, but how do we effectively and responsibly innovate?

In this interactive session, we will look at case studies over the last 80 years of some of the biggest product flops; what went wrong and which companies went on to recover. The intention is to explore what not to do; the untold stories of success and leave with a refreshed understanding of why failure is critical in the pursuit of innovation.

Join me to create you own innovation equation to take into your work, own ideas and everyday life.

Let's all go on a pilgrimage to modern leadership.

We don't need to be evangelists, we don't even need to be believers.

Your most fundamental beliefs about Lean, Agile, Systems Thinking etc. will be challenged and you'll discover new ways of thinking about familiar ideas.

Along the way, you'll discover more about your leadership edges, and some of the spaces between the edges too.

The best storytelling might be the one that you experienced yourself.

Let me tell you the story of how a 500-employee company completely changed its structure, lead by the employees' impulse.
After 10 years and an average of 20% organic growth every year, it was time to change, for the organisation to keep growing.

Originally, the teams were composed of senior & highly skilled consultants, divided into 3 industry-focused departments.
But over time, consultants started feeling frustrated being stuck in one department, working in 1 industry, on the same types of missions.
The company turnover reached a peak and in 2014 the executive team decided to address the problem.
More than half of the employees gathered to answer the question: how should the organisation be organised, in order to fulfil both business and consultants needs?

This talk will be about how the company organised a bottom-up conversation to invent and to collectively design their very own great place to work.

More than the organisation model itself, the talk will emphasis on the collective design process of the organisation based on a clearly stated problem, on the core principles on which the Tribes lie on and on the benefits that have been observed after 3 years of operation.
Greatly inspired by the book "Tribal Leadership" by David Logan, the employees ended up organising themselves as Tribes of expertise.