We’ve all been there… having to sit through painful meetings and workshops that leads to more confusion, lack of clarity and frustration with a poor use of everyone’s time.

But, we’ve also been to those sessions that have been well facilitated where you think and say, “wow, I can’t believe the day has gone by so fast” and “that was a fantastic session, it really helped..!”

I want to help people and organisations have more of the latter by sharing my principles and practical tips on how to improve yourself to becoming a master facilitator – this is based on taking a human-centred approach by valuing every individual, including yourself. I’ll be using my “facilitation tree” to help everyone visualise what’s needed to always produce fruitful outcomes where value is created and people are valued.

Walt Disney’s vision started as a 20 year old in the early 1920s. It began with Mickey Mouse and cartoons and moved into theme parks and movies before his passing in 1966.

Have you ever wondered how Disney became so successful all around the world? You wouldn’t be blamed for thinking that the same model that worked in the USA was replicated across the world.

But Walt didn’t use the same model. He experimented and adapted based on the customer response and feedback from every project. He scaled Disney in a way that speaks to his visionary leadership and desire to make life fun for everyone.

In this talk you will hear the stories of Disney including their failures and how Walt Disney led and fostered an experimental and learning culture that empowered his Disney team members to deliver to the vision he had as a 20 year old.

The Scrum Master and Product Owner roles (along with the developers) are well understood and described in the Scrum Guide. As organisations begin to mature and scale, a lot of anti patterns start to emerge with these roles, as well as adding traditional roles (such as change, release and project management) and additional agile roles (such as Agile Coach and Release Train Engineer). Given the simplicity of the three roles in the Scrum Guide for a single team versus the challenges of scaling, do we need to take another look at the key roles to help solve the confusion that so many organisations continue to face?

Join us as we ponder the question of whether we have outgrown the roles of Scrum Master and Product Owner or whether we just need more clarity on what these roles actually mean in the context of true business agility. 

Are you worried about the latest change? No, I will get by with a little help from my friends..

Could you embrace the change? Mmm, I'm gonna try with a little help from my friends

"Could you embrace the change? Mm, I'm gonna try with a little help from my friends" looks at social networks, how they can be leveraged to assist change and communications, and lessen the anxiety caused by the upheaval of change.

When considering any change initiative within an organisation, people and how information flows need to be front of mind. Too many leaders inflict change onto their people, leading to increased anxiety within their employees. By dismantling the social networks that have existed for decades, they remove the anchor that has been the lifeblood of communication and collaboration. Social networks are how the work actually gets done and the support mechanism for their people during periods of change.