An introduction to the event.

What to expect and how to participate.

Bar Broadway. Shiw your wristband to the bar staff

You adopted Agile methods ten year ago. What’s going on now? This is one company’s example.

We adopted Agile practices in 2007 and in the process we have tried and screwed up many things. But we have also gotten a lot right. We believe we have a valuable story to share. For one, we are a fast growing company, rapidly increasing our revenues and staff size. We are also maintaining a great reputation with our staff as an employer they love (see our Glassdoor rating of 4.4/5).

This talk will address questions including:

• What are you talking about after 250 retrospectives?
• What does leadership look like? What do managers do?
• What principles drive organisational design? And how does our organisation evolve in this context?
• What compromises do you make and how do you deal with them?
• How do you handle challenges like distributed teams?

In showcasing one example of mature Agile, this presentation will help people to think about decisions they make as their company evolves. It will highlight the things that underpin Agile maturity – including behaviours, values, and communication.In so doing, I will demonstrate that Agile maturity isn’t dependent on pre-canned models like SAFE and LESS. Agile maturity opens new challenges – and the realisation that there isn’t an end state, just new kinds of challenges.

World of work has broken.  According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace. 

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better.  I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles.  These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.

Norman Bodek's mission is to teach managers how to teach their employees how to be successful in life and also to teach teachers how to teach their students how to be successful in life. 

Takashi Harada, a track and field coach, in Osaka, Japan developed a new methodology to lead underachievers to become winners. His students won 13 gold medals, best in all of Japan, and the school went from the worst to the best out of 380 schools. HIs methodology has been taught to over 60,000 people. Shohei Otani a student at high school and also followed the Harada Method, setting a goal to pitch in the Japanese baseball major leagues. He also set a goal to pitch at 99 miles an hour. He attained his goals and was selected into the majors. After just three years, he was Japan's best pitcher, throwing at 103 miles per hour, selected as most valuable player and rumored that the New York Yankees were willing to pay 20 million dollars to get him. The Harada Method might not get you into the major leagues but it will surely help you rise to your maximum capabilities. You can be a hero of your own life when you can learn how to set goals and how to attain them.

Norman Bodek has co-authored a book with Mr. Harada titled The Harada Method - the Spirit of Self-reliance. Self-reliance allows people to operate at their highest level of skill.

Norman played a prime role in introducing Lean to the West. He started with Vern Buehler the Shingo Prize and is a Shingo Prize winner. He was a frequent keynote speaker on Quick and Kaizen, Lean manufacturing and the Harada Method. He has written hundreds of articles; and when he owned Productivity Press he published a 100 Japanese management books in English, over 250 published books on productivity and quality, and has written seven books including his How to Do Kaizen and the Harada Method.

Peter Michael Senge  is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization 

We will open the day in the ATC 101 lecture theatre. The morning session will see us all together, with a new for 2017, experiment. We haven't tried anything like this before, so we hope it all goes to plan! No more details for now, we'll let you know more when we see you at Swinburne.

We will open the day in the ATC 101 lecture theatre. The morning session will see us all together, with a new for 2017, experiment. We haven't tried anything like this before, so we hope it all goes to plan! No more details for now, we'll let you know more when we see you at Swinburne.

Sign in to the conference in the foyer of the ATC building

Sign in to the conference in the foyer of the ATC building

World of work has broken.  According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace. 

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better.  I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles.  These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

It's great to come to conferences and hear all the good advice from lost of smart and experienced people.

But how likely are we to take our insights back and drive real change? What stops us from really changing the world?

It's a truism that an inpidual can't beat the system, right? So how do we go about making change a collective agenda? How do we encourage leadership everywhere? We start by focusing on others rather than ourselves.

In this interactive session I lead a series of small activities that model how we can go from a discussion with our friend about how things should be to leading change across the organisation. 

I run three small discussions. Each one is designed to teach a method for increasing influence and effecting organisational change.  We pick the theme of "When I saw someone do something great/amazing at work" and each iteration we increase the number of people in the discussion, and make the stories more personal.

This shows how in just three iterations of a discussion we can totally change the way we interact with the environment (i.e. the people in the wider business) and drive braver conversations.