What is the goal of an agile transformation? How do we define success? What changes? What stays the same? What assumptions have we made about why we need to transform and how we go about it? What if, in our consideration of these questions, we discover that agility isn’t the point, but something deeper? What if we’re focused on changing the wrong things first?

For the past several years, respondents to the State of Agile Survey have consistently identified their respective organizational culture as a major impediment to the adoption of agile practices. Accordingly, if we accept the well-established observation that culture follows structure, transformation efforts need to begin with re-examining our thinking about how we lead and manage organizations.

In this session, participants will engage in an idealized redesign exercise to examine the thinking and theory that shape transformations while revealing the changes that can be made by senior leadership in cooperation with their people that will encourage agile-like behaviours to emerge at all levels of the organization and improve the quality of their transformation efforts.

If you are a coach, your job is to facilitate change in your client’s thinking (beliefs and attitudes), emotions (more mindfulness and resilience) and behavior (creating new habits). Using brain based coaching which is an approach rooted in neuro science, in this talk you will learn the latest insights into how our brains works, and how you can use this knowledge to complement and amplify the principles and practices of Agile coaching to create more effective, powerful, and positive transformational changes for your client.

Accelerated market changes, digital disruption and the meteoric rise in the consumption of digital services has expanded the boundaries of yesteryear’s strategic planning capabilities. Fueled by tech savvy customers, the demand for pervasive connectivity and desire for continuous content is spanning the pallet of the digital experience; namely leveraging mobility, big data, the cloud and the internet of things (IOT). These digital strategies are increasing interdependencies and exacerbating the strain on execution.

Strategic planning often falls short because it’s not as fluid as it needs to be.

We must consider the abundance of assumptions generated about markets as well as an organization’s capacity to execute. These assumptions often miss the mark when attempting to keep pace with the ever-changing demand, desires and expectations of our shareholders and valued customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.

This talk is targeted at senior managers and business driving executives seeking to understand how to leverage Agile to improve Strategic Execution. LeadingAgile will show how to build market sensing into strategic planning, design an execution model to provide valuable feedback, and display how to prioritize learning to maximize return. The LeadingAgile blueprint has been developing over years. This model has successfully responded to the assumptions and ambiguity facing firms; addressing failure patterns in portfolio planning and ensuring the explicit alignment to market demand, product fit, governance and successful delivery.

The reality is that it’s not that simple, but we have the framework and modeling that can help.

Trust is the force that holds are social world together. It is the foundation of relationships as it allows us to live and work together, feel safe and give us a sense of belonging to a community. The absence of trust causes dysfunctions, fragmentation, confusion and damage. That's why it's so important to build trust in ourselves, our relationships and our teams.

I will share some of the research conducted on trust and how it enables high performing people and teams.