The adoption of "Agile" approaches to delivering outcomes has spread like wildfire from its perceived roots in software development's "Agile Manifesto" in 2001. But what we consider today to be "Agile" methods draw from a wide range of influences some of which seem to be the antithesis of the agile mindset.

This presentation will look at how these diverse roots have made "agile" what it is today, but, more importantly, will invite delegates to discuss how agile approaches might adapt to both shape and be shaped by, a rapidly changing world.

Considering influences such as the emergence of IoT, AI and virtual workspaces, delegates will be invited to express their viewpoints as to the future state of Agile. The intent is to provoke and promote dialogue, harnessing delegates' insights and perspectives.

Organisational agility helps businesses to sustain their competitive advantage and contributes to business success. It accelerates shared knowledge and learning processes that meet the pace of rapid environmental change. Despite the awareness of agile application, perceived benefits about significant characteristics of organisational agility have not been fully investigated. This research aims to explore and report relationships between 20 agile characteristics and 15 perceived benefits from the perspectives of Australian industry sectors. Descriptive and correlation statistics were employed to establish the background of 36 research respondents and to indicate relationships of the studied variables. Degrees of correlation were closely examined. The research results showed that only some benefits of organisational agility were perceived and linked to the essential characteristics of agility. The research also found different combinations of organisational agility that constructed individual perceived benefits.

We will explore how Agile can be used to embed a learning cycle that supports a project/engagement lifecycle.

We will then explore different techniques and models to assist in governing and maintaining control over an investment, without destroying the essence of self-organisation and transparency of the outcome.

The purpose of the session is to introduce the principles of Design Sprints. It will provide a method to bridge the gap between strategy and execution to solve big problems and test new ideas.

The session will showcase tools and techniques to demonstrate this as an effective way of working. We will be referencing our global partner the Design Sprint Academy's Design Sprint 3.0 which is the version that we use when coaching, facilitating and training organisations.

This workshop is suited for those that struggle with fostering collaboration due to silos, wanting to understand their audience, improve efficiency, reduce risk when investing in new products/services.

Think about any change that you’ve tried to achieve or were a part of.

Now tell me what impact did your culture have on the success of that change?

More often than not my clients tell me that their “culture” is holding them back from the changes they want to make in business. The people aren’t engaged and are rejecting the new way of working.

Have you thought about how much of that is to do with the individual and how much is systemic?

This talk explores the business culture as a living ecosystem and the impact that this system has on the individuals ability to make change in business.

Through case studies we explore why change failed and how understanding the ecosystem would have created a different outcome.

This presentation is a short introduction to Kanban. It will take attendees through the basic practices that are involved so that they start to apply them at work.

"... make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer and more autonomous, more likely themselves to become servants? " (Greenleaf 1991)

Join us for an interactive and fun session on servant-leadership, how agile coaches aspire to lead. We will share a few paradigms and principles, and we will then practice these in real-world scenarios to gain an understanding of the mindset required to be a great servant leader. Inspired by Lyssa Adkins's "Coaching Agile Teams", Carol Dweck “Mindset” and Game of Life board game, this session will challenge your mind and spirit!

Hard choices to be made...

The WiP Game is a generic kanban simulation designed to re-enforce basic knowledge of Kanban. We'll see dealing with flow, blockers, WiP limits (of course) and different classes of service play out in this simulation. Also there's a focus on metrics, so for those who haven't used these before it would be useful to build the skill.

The 6 Trends of Progressive Organisations

Less than 15% of the companies listed in the fortune 500 in 1955 still exist today!

Past success is no longer a guarantee of future success. Despite an environment of constant change driven by global connectively and rapidly evolving technology, some companies are thriving in today’s uncertain and complex environment. Why?

These companies operate with a completely different operating system to traditional organisations. They dare to be different by leveraging technology, capturing unique talent and embracing new ways of working that allow them to outpace the competition.

In this innovative and informative presentation, Pete will focus on the approaches that leading global organisations like Netflix, Buurtzorg, Amazon, Spotify, Google and Morning Star are deploying to remain relevant in a world of constant change.

Pete will share how you can deploy these six key principles to transform your workplace, resulting in greater collaboration, transparency, and high performance.

Leveraging experience on numerous digital transformation programs, including the multi-award-winning ME Bank transformation, Glenn will describe the key features of an agile, or Digitally Transformed organisation from an architecture perspective. This will describe the target architectural state for a digitally transformed organisation by covering each of these features and the critical success factors for each feature. The presentation will be peppered with real-life examples and cover the critical supporting design paradigm for an agile organisation, truly enabling Minimal Viable product delivery, of exceptions based straight-through-processing (STP) in some detail. This is Architecture the noun. Glenn will also cover "Architecture the verb" - how do you do architecture in an Agile delivery based organisation.

This session leverages 2 guiding philosophies:

• You can't improve what you don't measure - Peter Drucker
• Agile is a means to an end, not the end itself - unknown

Are you struggling to get the senior executive buy-in for your Agile Transformation?

Are you working with Agile Teams and would like to know what aspects to improve in order to improve Agility?

How can we measure 'doing' vs 'being' Agile?

Well, what is your definition of Agility?

If the questions above making you curious, you should attend this session!

This session will focus on a (non-denominational) Agile Maturity Assessment that you can use to uncover some areas to focus on in your / your organisation's maturity journey.

You can also 'connect-the-dots' and identify ways to encourage buy-in from senior executives using the maturity assessment.

We will be exploring some fundamentals, process, product, team and organisational maturity.

Do your team members experiment at least one of the issues below?

• They avoid expressing their opinion or divergent points of view
• They are afraid of giving feedbacks or making some questions
• They complain about the excess of work but no meaningful progress
• They get confused about people’s responsibilities or priorities
• They feel the lack of recognition and care about their growth
• And finally, and most important, they believe their potential is underused and they feel they cannot express all their creativity at work

If so, join me to understand the key factors to build high performance teams. I will also talk about the importance of leaders on that and how to create a trustworthy, open, and safe environment for great results.

This interactive talk will be based on academic studies, my own experience as Agile Coach, as well as benchmarking from the best companies to work on in the World.

Globally, organisations are wasting over $50 Billion a year on leadership development. We’re simply not lifting leadership capability overall; we still rely on ‘hero’ leaders and ‘stars’ in our teams, to really get stuff done…and that’s not scalable.

Why? We don’t focus on the behaviours that really matter in a given context and we don’t measure return on investment, through applied results.

Make it matter with the “one change to rule them all” – updating your leadership and organisational development approaches to focus on Behavioural Insights.

Cultivating insights from behavioural economics and cognitive neuroscience, we develop your ability to understand and mitigate the limitations of your own brain - and all the other brains around you.

A Behavioural Insights focus will ensure you and your team learn faster. And make better decisions.

Organisations exist in an increasingly competitive, disrupted landscape. Yet the fundamental behaviours of human beings haven’t changed a lot over hundreds of thousands of years. We help organisations leverage this understanding, to innovate and win.

Traditional accounting and funding processes are no longer sufficient in dealing with today's fast changing environment. Innovation Accounting fundamentally ties learning and money together. It is a framework designed to generate and capture information about new ways to create, deliver and capture value in the most cost-effective and quickest way. It holds entrepreneurs and managers accountable against relevant metrics.

Statistics is the ‘science’ of extracting the most information from the least data. Innovation Accounting puts these principals at the heart of innovation management. Innovation Accounting uses the right information at the right time to make better decisions about product, investment/resource allocation, people and strategy.

This session will touch on some of the core challenges of innovation management and provides a high-level introduction to the subject of innovation accounting.

It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.

By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.

Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:

"If you only quantify one thing, quantify the Cost of Delay. "

In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.

Everyone thinks they are a good at communication, but... how many times have you been at an event talking to someone you really didn’t want to talk to? Been sold to by someone who didn’t get that you weren’t interested?

These are examples of bad communication and they all have a few things in common, they weren’t efficient and they weren’t effective

.They didn’t go into the communication with the right mindset and the right preparation

Also, sorry to say it, but your own communications probably suck too. But after this talk you’ll have a leg up on your competition: you’ll know your communication sucks... and you know how to fix it.

Agile transformations are not easy. And if you’ve ever been involved in one, or two (or more!) you’ve hopefully figured out that they’re not all the same.

In my experience, there are some common patterns that are a hindrance to agile transformations. This topic will explore 10 of these patterns which either impede organisations or delay their move to an agile organisation.