The move away from traditional ways of working and thinking to digitalization leads to change in the way we work, learn and measure. It is important to understand how the digital economy has shifted our ways of working in a digital organization from strategy to execution.

Join us in game play where we will explore Digital Product Management and the Critical Success Factors, Events and Skills needed to create value flow to customers. The original Plan to Win! game was a physical board game. We have now converted it to an electronic game that can be played by any number of people at once all over the world. We would like to beta test this during a session at this conference.  

Have you been working with OKR and wanting to take it to the next level? Then this is for you! After introducing OKRs with 20 odd companies and 2500 people, you make an insane number of mistakes. The good news is you learn a lot about what to do too! So, I've gone through the pain and suffering so that you don't. Here's what we'll cover:

1. How OKR helps your align your people to focus on your purpose
2. Tips to make OKR work well for you and common success patterns
3. Pitfalls to avoid and how to come back from them.

You'll walk away from this session with strong foundation to revitalise your approach to OKR and make it a "Hell yes!" idea for your team.

Many organisations struggle with alignment across functions and between senior leaders and teams. Objectives and Key Results (OKRs) have become an increasingly popular approach to addressing organisational alignment problems. On the surface OKRs appear to be a simple way to set goals and measure progress, however the real world application of OKRs (especially at scale) is filled with unexpected challenges and some surprising benefits. Adopting OKRs successfully requires supportive leadership, sophisticated change management, investment in learning and more time and patience than you might think!        

In this talk Ben shares his experiences from introducing OKRs across 100 teams in a 1200 person publicly listed organisation in Berlin.  He will share his hard-won lessons of what not to do, and outline a low risk way to evaluate OKRs in your organisation. Join this session to learn about getting executives onboard, learn why cascading OKRs can be a mistake, learn how to setup an OKR champions and training program and more!

Training workshops also available on Freshwater Academy (20% off link for LAST participants): 

If you would like to get hands-on practice with OKRs Ben also offers a live online training to practice the end to end OKR lifecycle. This workshop is the result of training 100s of people in OKRs and is designed to get you started quickly, while avoiding the most common mistakes.

• Practice writing effective OKRs, and how to spot problems with OKRs. 
• Practice aligning your OKRs across teams and departments.
• Practice the weekly check-in process to achieve results

If you think that bringing your stakeholders to an agile way of working within the same organization is difficult. Imagine the challenges a software vendor face that provides software development services to client from different organizations. Multiply this by a factor of 100 when you are working as a vendor for government departments. The procurement process for governments is still set in the nineties. Often the client demands a fixed scoped and price solution. The vendor and client relationship and restrictions in those relationships make it tricky to run an agile product development in the true sense of agile. The client stakeholders and business owners do not have a deep understanding of the agile process and time for them to gain enough understanding is not planned. The development process is considered the sole responsibility of the vendor which is against all the agile principles.

This presentation is a case study of creating a framework using agile principles that provides a way to engage business and stakeholders in an agile process that helps in creating the best products possible. We will look at the challenges and tactics from the starting point of a highly regulated system. This talk is about how we can change the behavior by making things easy for our clients where there is high resistance to change the way things work. 

Has your delivery ever been inhibited by overarching, archaic governance structures & processes? has your organisation missed an opportunity or not capitalised on an opportunity due to the inability or speed to making a decision? Is your organisation still using lengthy business cases which must go through multiple layers of committees for approval? Ever wondered how governance works when scaling agile within an organisation? If you answered yes to any of these questions, then this is the session for you.

In this fun and interactive session, Ally and Jason will talk through the theory and real life examples of how to get the balance between doing things quickly and having the right level of governance using a principles driven approach and concepts such as limiting work in progress, understanding cost of delay and setting up governance structures and process.

You will come away from this session with an understanding of how to scale your governance processes when scaling agile at your organisation by focusing on:

• Doing the right things
• Doing things right
• Doing things quickly with quality

Agile coaching is not easy and if you're a coach, you'll hopefully know this already. And if you've ever been coached before, you might recognise some of the habits that are explored in this talk.

In our experience, there are some coaching habits that do not reflect true coaching. There are coaching habits that a detrimental to the person being coached.

As agile coaching becomes more and more popular, there is a tendency for 'coaches' to jump on the bandwagon without the understanding of what a coach is. 

Agile values humans and how we experience work. Practitioners of agile are often considered agents of change who lead the way for everyone during times of change. They embody agile.

BEing agile (as opposed to just DOing) is an important turning point in the career of an agile practitioner; it is the moment you internalise the values of agile and are not longer just executing from guides or playbooks.

In this presentation I’ll take you through my personal journey as an agile practitioner, how over time, I blended who I am with what I do for a living. It will be personal but hopefully provide attendees motivation and inspiration for their journey towards self-actualisation as an agile practitioner.

Andrew and Tony have a belief that with the advent of COVID19 the world is moving to where working remotely is the " Next Normal". This presents the opportunity to rethink the way that we work for the better, building closer communities, more sustainable working practices for organisations and the planet . 

To that point they will introduce you to Remote AF  the world's first framework for effective remote working. 

They will discuss the principles that anchor the framework and how Remote AF has been designed with the levels of the organisation in mind. 

1.  Enterprise: Using patterns to make strategy accessible, enabling autonomous decision making with directional alignment.

2.  Team of Teams: Patterns to align teams with data for effective planning, governance and delivery.

3.  Teams : Designing to evolve teams in order to fit the nature of the problem that they are solving.

How do you know if you're really agile?

Numerous industry surveys have shown organisations receive a number of benefits from being agile. Unfortunately, the collection and analysis of empirical evidence is rarely conducted. Without robust empirical measures, many turn to the symbols they can see - measuring velocity, team happiness, and getting teams to "self assess" their capability.

This talk will give you a playbook to measure agility based on:

• The empirical evidence and data on what makes an enterprise agile.
• How you measure an agile culture.
• The antecedents of agile leadership.
• How to grow and sustain an agile culture across the enterprise.