What is the impact of your organization's culture on your agile transformation

More and more companies are, right or wrong reasons, deciding to do agile transformations.  In this talk, we question ourselves on what it takes to start an agile transformation in big corporation. We will introduce the maturity model of Mickael Spayd and Lyssa Adkins and reflect on the importance of understanding the maturity level of our company before starting an agile transformation. We will also explore, based on each maturity levels, what are the realistic expectations of an agile transformation and where people should focus on to help more the initiative forward. Finally we will also look at the individuals level of maturity and see how this impacts their companies agile transformation as well as the people themselves. 

 
3 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

1- Initially the talk give some information about what the maturity levels are and how to recognize them.

2- We have put up before the talk up on the walls 5 distinct areas to identify each maturity levels. We ask people to more to the maturity level where they think there company is at.

3- We have a facilitated conversation about the realization that people are having about the level where their company is and how it affects what they will do tomorrow.

4- We then ask people to more to the maturity level where THEY think THEY are personally. We then have a facilitated discussion on how people feel know that they are either exactly at the same level that their company is, or a a completely different level than their company.

5- We close wrapping all the insights generated and asking people to share what they envision, what their next move is for them, and / or their company. 

Learning Outcome

People will walk out of this talk with:

1- That Agile transformation is more about culture change and less about process implementaiton

2- The importance of understanding their company maturity level to succeed in there agile transformation

3- The high level indicators of each maturity levels and know to recognize them.

4- Help change agents to better target what area of their company they need to work on in order to have a successful agile transformation

 

Target Audience

Change agents in corporations, Agile coaches, Scrum Masters, Directors, Upper management

Prerequisite

No prerequisite

schedule Submitted 2 months ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Declan Whelan
    keyboard_arrow_down

    Declan Whelan - Technical Debt is a Systemic Problem - Not a Personal Failing

    Declan Whelan
    Declan Whelan
    Agile Coach
    Leanintuit
    schedule 1 month ago
    Sold Out!
    60 mins
    Talk
    Intermediate

    You often hear technical debt described as a personal failing. Why didn't you code with greater rigor? By creating technical debt, how could you have made life harder on people working in the code? More often than not, technical debt is the result of bigger, systemic problems.
    Chances are, you're not a bad person. You didn't want this to happen. It's the system, not you, that's chiefly responsible.
    In this talk, we will present some of the conclusions from the Agile Alliance's technical debt working group, which has looked into the systemic causes and consequences of technical debt. While marginal amounts of technical debt will always accrue, that does not explain why substantial technical debt is a widespread phenomenon. The organization in which software development teams work is the much bigger culprit. Many systemic causes, such as deadline pressures, under-investment in skills, and even the unwillingness to measure technical debt, conspire to create a growing burden on software professionals, who would otherwise choose not to create this problem if given the opportunity.
    Just as technical debt has systemic causes, the real cost of technical debt lies at the system level. The increasing drag on software innovation has effects not just on individual and team productivity, but on the software value stream, the portfolio, and the organization as a whole. Sometimes, the cost is obvious, such as the valuation of a start-up company's code; other times, the consequences are far more subtle and insidious.
    During this session, we will use the language and methods of systems theory to better come to grips with the causes and consequences of technical debt. Don't worry if systems thinking is unfamiliar — we will cover the basics during the talk. We will also do an exercise in which you will create a simple systems model of your own challenges with technical debt, and discuss how this model should help you shape a plan of action for dealing with technical debt.
    Ultimately, the goal of this session is to give you the tools to better deal with technical debt. Rather than blaming individual developers, you will be able to show the systemic sources of technical debt, and assess the relative value of addressing each of them. Rather than depending on technical measures to convey the costs of technical debt, we will help you to put the costs of technical debt in stark business terms.

  • Liked Sue Johnston
    keyboard_arrow_down

    Sue Johnston - It's Not About The Tools: Facilitating Effective Meetings Across Distance

    40 mins
    Talk
    Intermediate

    A face-to-face conversation is the most efficient and effective method of conveying information to and within a development team. So states the sixth principle of the Agile Manifesto.

    Reality comes with a big "however." Work-at-home, outsourcing and inter-company partnerships mean that, more and more, we find ourselves n meetings where other participants are not in the same room. They may be around the corner or around the world. Some organizations invest in powerful tools to make this arrangement work well - or, sometimes, not so well. Others make do with audio only. Are we fooling ourselves when we call these events "meetings?" Maybe. Yet they're part of our world, so why not make the most of them?

    In this lively session, you'll examine a proven pattern for facilitation, discover ways to overcome the challenges of virtual meetings and learn techniques that encourage meaningful participation. Most of these require more focus and ingenuity than expense.

    Sue will share some of the techniques she learned as a teleworking pioneer in the '90s and a trainer of coaches, via distance, since 2003. Join us to explore ways you can bring your meetings with remote participants to life and respect everyone's time - including your own.

  • Liked Sue Johnston
    keyboard_arrow_down

    Sue Johnston - Do Your Product Owners Speak A Foreign Language? Techniques for creating shared understanding

    60 mins
    Talk
    Intermediate

    Effective interactions, between product owners and designers and team members who develop and make those products real, are key to team, product and organizational success. It's reflected in the first value of the Agile Manifesto.

    Still, one of the chief complaints, from both the product side and the dev side, is poor communication. The list of irritants includes: lack of clarity, lack of understanding, lack of time, lack of access, too many meetings, too much jargon, too many badly written user stories and too many people involved.

    Communication isn''t the only obstacle, but it’s a big one - and it can be overcome with no cost or organizational disruption.

    Regardless of the role we play on the team, part of everyone’s job is to create shared understanding. In this session, Marilyn, an experienced product owner and product manager, and Sue, a communication specialist and coach, will share their research about communication gaps in the product-development relationship and approaches that can close the gap.
    Join them to explore tips and ideas to improve communication flow and help teams move from concept to cash.

    NOTE TO TAC TEAM
    Because we are doing some original research on this topic, I would like to include a co-presenter, Marilyn Powers, PEng, who, at the time of posting, is not yet on confengine. Info about her is available at https://www.linkedin.com/in/marilynpowers

    Here is more biographical info about Marilyn:
    Marilyn has more than 10 years experience bringing products and services to market as a Product Manager. As a licensed professional engineer, she has experience working in a variety of fields, from manufacturing to operations to simulation to SAAS software. Currently, Marilyn is a Product Manager at D2L, a leading Ed-tech company, where she works closely with Product Owners, Dev teams, Designers, Senior Leaders and many other stakeholders to deliver quality software tools to educational institutions and corporations who value learning and development. Her expertise is creating shared understanding between diverse groups, be it external customer advisory groups or internal stakeholders.

    Previous presentations or workshops
    Marilyn has presented at a variety of conferences over the past 20 years, the career highlight of which was a live demo on the main stage keynote at the D2L Fusion 2016 conference. Other conference presentations included Online Learning Conference ( New Orleans, LA 2017), Fusion (2015, 2016), Learning Impact Leadership Institute (San Antonio, TX 2016), Industrial Engineering Student Conference (Kitchener, 2016), ModSim World Canada (Montreal, 2010), Montreal Neurological Institute Day (Montreal, 2009), McGill University invited speaker on Haptics (Montreal, 2006). Prior to these presentations, Marilyn was an Instructor of Engineering at Mount Royal University in Calgary, AB.

  • 40 mins
    Talk
    Intermediate

    Although self-organizing teams are crucial to carrying out a successful Agile transformation, organizations that implement Agile at scale invariably realize that the introduction of such teams forces the organization to re-engineer numerous aspects of its operating philosophy. In particular, various management layers are often removed. The individuals in these layers are routinely re-purposed or laid off.

    This talk highlights the approaches I used as an Agilist in various organizations to help people in different roles on their journey of transitioning into the world of Agile. Specifically, the talk will focus on 5 key roles: Project Managers, Product Managers, BA Managers, Development Managers, and QA Managers. It will provide insight into how managers can effectively transition to some of the new Agile roles, or redefine their existing role to effectively fit in an Agile world.

    The emphasis in this talk is on pragmatic strategies for managers that are struggling to find their place in this new Agile world. Armed with these strategies, participants will be able to effectively adapt to the Agile transformation, as well as discover potential new career paths for themselves and for the individuals reporting to them.

  • Liked Chris Murman
    keyboard_arrow_down

    Chris Murman - Brainwriting: The Team Hack To Generating Better Ideas

    Chris Murman
    Chris Murman
    Sr. Agile Consultant
    Solutions IQ
    schedule 2 months ago
    Sold Out!
    90 mins
    Workshop
    Beginner

    Brainstorming has long been held as the best way to get ideas from teams for decades, but what if we are wrong? Can we take the successful aspects of collaboration and create a better environment for quality concepts? Come learn about brainwriting and get more from your team today!

    If you work in an office, you have probably participated in a brainstorming session or two (or 12). Invented in the 1940s by an advertising executive, the purpose was to solicit many ideas in a short period of time. By putting a collective of creative people in the same room, better concepts should come. Sounds very agile. 

    However, science has shown several times that brainstorming not the best way to generate ideas. It’s cumbersome due to all of the interdependent activities happening at once. When spending time generating ideas as a group, you often spend more time thinking of others ideas than your own. 

    Fortunately, a relatively unknown technique is starting to gain popularity called brainwriting. Incorporating it into your team events can produce more diverse ideas and provide a friendlier environment for collaboration. In this session, we will workshop them and leave the audience with all of the tools to bring the technique back to their offices.

     

    What Makes It Compelling:

    I was skeptical when I first read an article on the technique, mainly because I had always believed brainstorming produced quality ideas. As a “stickies and sharpies” type of coach, I’d seen so many teams collectively throw out ideas during planning and retrospective sessions. But in the ensuing weeks, I started seeing where the article was on point in terms of producing quality ideas.

    After contrasting the ideas generated after using brainwriting for a few weeks, my mind was changed forever. Even better was the events themselves didn’t seem that different to teams. 

  • Liked Scott Ambler
    keyboard_arrow_down

    Scott Ambler - The Executive’s Guide to Disciplined Agile: Business Agility for Established Enterprises

    60 mins
    Talk
    Intermediate

    An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes.   This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It briefly examines the state of mainstream agile software development and argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. We then explore what it means to scale disciplined agile strategies tactically at the project/product level. We then work through what it means to strategically scale across your IT organization as a whole and discover what a Disciplined DevOps strategy looks like in practice. Your Disciplined Agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. The talk ends with advice for how to make this challenging organizational transition.

  • Liked toddcharron
    keyboard_arrow_down

    toddcharron - I'd Buy That For A Dollar

    60 mins
    Talk
    Beginner

    What happens if we build it and they don’t come?

    Building features no one cares about is not only bad because the feature isn’t getting used, but is also a wasted opportunity that could have been used to build something truly valuable for your customers.

    But how would we know?

    In many companies, features get prioritized by the HiPPO principle (Highest Paid Person’s Opinion). As it turns out, this is often not the most effective way to prioritize your backlog.

    But if not this, then what?

    In this workshop we explore what value is, how to talk about it, and how we might measure the value we have achieved.

  • Liked Johanne Boyd
    keyboard_arrow_down

    Johanne Boyd / Carlo Rosales - Why can't the business be agile too? How ADP is incorporating business Agile practices to keep up with technology

    40 mins
    Talk
    Beginner

    Does your business struggle to catch up and understand the technical deliverables from your Sprint Reviews? Is there unnecessary re-work and scope creep because requirements are not properly described by the business? ADP has sought to address these issues by incorporating business Agile practices to keep up with technology. The result? Clearer requirements, strong engagement during Sprint Reviews and a collaborative solution with business readiness aligning with technical deliverables. Join our session to find out more!!

  • Liked Mishkin Berteig
    keyboard_arrow_down

    Mishkin Berteig / David Sabine - JIRA is the Worst Possible Choice

    90 mins
    Workshop
    Intermediate

    A rant, with evidence, on why electronic tools in general, and JIRA in particular, are anti-Agile. Participants will use the Agile Manifesto to evaluate the electronic tools they are currently familiar with. JIRA is used as a case study.

    NOTE: Scrum asks us to have courage. The Agile Manifesto asks us to value individuals and interactions over processes and tools. I hope the organizing committee will consider this proposal despite the risk that it might offend some tool vendors. If we can't speak freely about our experiences with tools, we will fail as a community.

  • Liked Laurelle
    keyboard_arrow_down

    Laurelle - Moving Forward In Circles: Lessons Learned In Agile Transformation

    Laurelle
    Laurelle
    Co-founder
    Vocalmeet
    schedule 2 months ago
    Sold Out!
    40 mins
    Talk
    Intermediate

    Agile has gone mainstream and individuals everywhere are adopting Agile techniques and practices. In the process, they are interpreting what Agile means individually and what Agile means at an organizational level. 

    People are interpreting Agile techniques and practices in ways that at times create organizational chaos, conflict and lead to dramatic failure.

    Using humor, visual aids and a highly active approach, this session explores some real world case studies of how some organizations have interpreted and adopted agile. It explores pitfalls to avoid and best practices.

    The session provides a blueprint for success with Agile transformation.

  • Liked Dave Dame
    keyboard_arrow_down

    Dave Dame / Aaron Sampson, PMI-ACP, ITILv3, SMC - Design Thinking for Organizational Change

    40 mins
    Talk
    Beginner

    We all know how people use design thinking to create better products and deliver delightful experiences to our users. However, design thinking can be an excellent tool to use for organizational change. In the case of organizational change, our product is the change that we are trying to drive, and our customers are those people who are impacted (internally and externally) and have to live with that change. In the same way that design thinking puts the user front-and-centre for products, it can be used to put people in the organization front-and-centre. In this talk we will discuss how design thinking works and, as a case study, how we have applied it at Scotiabank to help drive adoption of the Bank’s NPS customer insights into building solutions that serve our customers. In that program, previous internal processes were ineffective in pushing relevant data to delivery teams at the right time. Using a Lean or Agile approach would have provided some benefit, but taking a design thinking approach uncovered an array of useful insights to make the whole process more purposeful. Learn from this example to explore how you might incorporate design thinking to drive greater effectiveness and relevance for your team’s body of work.

  • Liked James Gifford
    keyboard_arrow_down

    James Gifford - Descaling the Enterprise Instead of Scaling Agility

    90 mins
    Workshop
    Intermediate

    In spite of all of the nuanced discussions, debates and frequent diatribes, scaling agile is about one thing: getting large groups of teams to deliver value in an organized fashion while maintaining empathy, rapport, trust, safety, and ownership across the enterprise. During this session, we will explore the case study of the Value Steam Container, looking at organization design, challenges and success. Focusing in on topics ranging from

    • Organization designs used by WL Gore, The Dunbar number

    • Delivery Triads - Product, Delivery, Technical Excellence

    • Venture capital style funding

    • Focusing on business value

    The second half of the session is a workshop focused on creating a Value Stream Container and resource based on team funding 

  • Liked James Gifford
    keyboard_arrow_down

    James Gifford - 5 Metrics to Create Safety and High Performing Teams

    60 mins
    Talk
    Intermediate

    Description:

    I see that a lot of organizations use metrics in inappropriate ways to measure teams. At the heart of these metrics, nine times out of ten, are velocity and story points. These metrics lead to a lot of mistrust, fear, and bad technical practices. This talk will focus on shifting the focus to diagnostic metrics.

     Before shifting focus to diagnostic metrics, we need to understand what inappropriate metrics are. When questioning teams about why their velocity was lower from one sprint to another, teams are more likely to inflate their estimates to avoid questions in the future. This is one of my scenarios. We will explore this case and my other top-ten based on the 165 teams I have interacted with. Focusing on one metric does not provide a balanced view of the team.

    For balance, I promote five metrics. The combination of metrics balances each other. These five metrics are lead time, quality, happiness, agile maturity, and business value. Focusing on these five metric areas can be used as a diagnostic tool to help teams grow and support coaching. During the session, we will use my Excel-based tool and visual model to simulate this balance.

    When you push shorter lead times (how fast) on a team with a lower agile maturity, the first thing to change is quality, followed by happiness and then the delivery of value. Conversely, if a team focuses on TDD, the first thing to change is quality, followed by agile maturity, reduction in lead time, and increased delivery of value.  

    Teaching teams to harness data in a positive way will help them to flourish.

  • Liked Alexandra Ursea
    keyboard_arrow_down

    Alexandra Ursea - SCARF Model - How to collaborate with and influence others and succeed

    Alexandra Ursea
    Alexandra Ursea
    Independent Consultant
    N/A
    schedule 1 month ago
    Sold Out!
    60 mins
    Talk
    Advanced

    Have you ever been in a position in which you were actively engaged in a massive organizational transformation or personal one? Have you struggled with it? Have you tried different leadership styles or approaches but you were still discontent with the results?

    Perhaps the greatest challenge facing leaders in organizations is to create the kind of atmosphere in which people feel treated fairly, promote autonomy and creativity, foster certainty whenever possible, draw people together to solve problems and find ways to raise the perceived status of everyone.

    If you are a leader, every action you take and every decision you make either support or undermines your objective. Every word or glance is loaded with social meaning. Your gestures and sentences are noticed, interpreted and magnified for meanings you may never have intended.

    This is why leading is so difficult!

    Humans cannot think creatively, work well with others or make informed decisions when their threat responses are on high alert. Leaders who understand this and act accordingly could make a very positive impact in their organizations.

    David Rock,CEO of Results Coaching Intl and co-founder of the NeuroLeadership Institute developed a model known as the SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness) to describe the social concerns that drive human behaviour and which leaders could benefit from to smooth organizational transformation.

    The SCARF model provides a means of bringing conscious awareness to people’s core concerns and shows how to attune your actions to better effect.

    This session will address the foundations of the SCARF model, the five domains of human social experience: Status, Certainty, Autonomy, Relatedness, Fairness as well as the broader application of this model.

  • Liked Paul J. Heidema
    keyboard_arrow_down

    Paul J. Heidema / Iaroslav Torbin - Vital Behaviours of Successful Scrum Masters and How to Make Them Stick

    90 mins
    Workshop
    Intermediate

    Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

    In this workshop, we will harness the knowledge and experience of the participants!

    Influencer Book

    Why?
    Because everyone can contribute to the learning of the entire group. It will dynamic, full or energy, and joyful - woohoo!

    Who can benefit the most from the session and the power of harnessing the group?

    • Scrum Masters that are struggling to do this role well
    • Leaders that are not seeing the results needed for an effective Scrum team through a weak/unskilled Scrum Master
    • Agile coaches that are coaching Scrum Masters without meaningful or consistent results
    • Project managers trying to make the transition to becoming a successful Scrum Master

    This workshop will use concepts and the model from the book "Influencer"

    Prepare to work together to co-discover the Scrum Master vital behaviours!

    Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

    Influencer - the model

    During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6) sources of influence.

    Prepare to work together to co-discover the Scrum Master vital behaviours!

  • Liked Shahin Sheidaei
    keyboard_arrow_down

    Shahin Sheidaei / Shawn Button - Community-Driven Change

    40 mins
    Talk
    Beginner

    Many organizations flatten management structure when they transform to agile. It soon becomes obvious that important activities done by managers are still needed.  A community can fill these gaps. They can provide morale, governance, learning, and mentorship, recruiting and hiring, mutual support, coordination, sharing, innovation and more!

    Unfortunately few companies manage to create a strong community. Even fewer empower that community to fill these gaps. This means they are missing the ultimate benefit of community: a strong, empowered community can transform the organization itself!

    Join Shahin and Shawn in this interactive session to explore communities in organizations. Examine the benefits of building great communities. Learn how to spark the community, and how to support it as it evolves. Hear stories of communities empowered to improve the organization. Learn how to make a community into a driver of positive change.

  • Liked Shuman Ip
    keyboard_arrow_down

    Shuman Ip - Richer in my wallet, poorer in our wallet?

    Shuman Ip
    Shuman Ip
    Scrum Master
    LoyaltyOne
    schedule 2 months ago
    Sold Out!
    60 mins
    Talk
    Intermediate

    Does your company do performance review?

    Since the goal of all for-profit companies is to make profit, how effect is performance review in actually contributing to your business goal?

    In this session, we will go through some activities to explore the hidden side of performance appraisal process, along with some story-telling and discussions on our perspectives.

    Last but not least, there will be some suggestions on things that we can do in place of the traditional performance review.

    If you want to unmask the mystery behind performance review
    If the current performance appraisal process is one of your pain points, or
    If you have experience and stories to share with us regarding performance evaluation, then come to this session and let's have a conversation

  • Liked Ardita Karaj
    keyboard_arrow_down

    Ardita Karaj / Jeff - What's my MVP?

    60 mins
    Talk
    Intermediate

    Are you having trouble finding a small Minimum Viable Product? You've heard about delivering in small, incremental releases, you've tried to chisel out a small slice out of the big product you have to deliver, but what you get is not viable and there's no incremental thinking around releases. Why is this so?

    Join Ardi and Cheezy for this session where they will give you some tips and tricks on how to create your first MVP and then look down the road for future ones. They will give some examples from their experiences and challenges when dealing with teams that believe MVP does not apply to them.

    You will leave this session with some ideas on how to prepare the strategy for your MVPs, how to work with your team to find your small product that is viable and still delivers value, and understand how to organize your efforts to deliver the product incrementally.

  • Liked Dave Dame
    keyboard_arrow_down

    Dave Dame - Coaching Leadership in an Agile Transformation

    40 mins
    Talk
    Intermediate

    How do you coach leaders in an agile transformation? How does coaching this group differ from coaching on an agile team? How do you coach Leadership as their peer? Agile is always thought of as being ‘down in the delivery layer’ of organizations. But, for us to be truly successful in embracing agility, we need to be more inclusive of all decision makers in the organization. That starts at the top. There are lot of cultural elements and tools that need to be changed across the organization. This requires dedicated change agents to be positioned within the environment of senior leaders to help them embrace agility in their everyday and strategic decision making. Most people want to do the right thing – it’s all about coaching so that, in the moments where our intentions and our decisions are tested by the status quo, we can help our leaders evaluate their choices. This means being a constant influencer, mirror and educator. And, it means sometimes you have to let things go. Successfully coaching leaders through agile transformation requires very purposeful influencing. In this session, we will discuss how to help bring senior leaders along an agile change journey as well as the primary challenges you are likely to encounter along the way and proven mechanisms to help you push through.

  • Liked Dave Dame
    keyboard_arrow_down

    Dave Dame - Design thinking and Agile: Infinitely more powerful together

    40 mins
    Talk
    Beginner

    When Agile first came on the scene it was premised around putting the customer first. But, over the years its focus has evolved and the general perception of Agile today is that it’s mostly a tool for delivering software. Agile’s original focus was mainly on developers and testers, but it never really contemplated design thinking as a discipline. Design thinking, which has been around for decades but is only recently having its ‘moment in the sun’, compliments agile beautifully in that it focuses on trying to solve the right problems for the right people. Design thinking allows us to iterate and test assumptions before too much coding and production-readiness is done, which helps ensure the team is investing in the right things at every stage. It really provides a focus on innovating rather than simply burning down a backlog. In this talk we will discuss different ways to incorporate design thinking into the agile process. You will learn how to yield benefits from bringing these two practices together – most importantly how to best serve the users of the product or service you are delivering. At Scotiabank, we’ve been using these fantastic tools in combination for over a year. It is a journey, and although we haven’t completely solved everything yet, there are a lot of lessons we have learned that can be applied elsewhere.