Agility is about culture and mindset. How much of that is impacted by the set up and the structure of the organisations?

I'll explore and share experience on the few practical differences and the differences in outcome in:

- coaching stable teams over project teams

- scaling with chapter coaching over team coaching

- coaching leadership teams / leaders over team coaching

- instructional coaching over back of the room coaching (in the initial stages)

And I'll share some of the instruments I've used that can be useful. I'd like to keep it interactive with questions.

For an organisation undergoing agile transformation, some of the initial biggest people challenges are around creating new agile roles and finding the talents to fulfilling these roles. The most prominent of the challenges are product owners and scrum masters. Like many organisations, the most immediate strategy is to hire and they often end up with people who are short on industry knowledge, pre-existing agile practices and knowledge that are not aligned or unable to hire. Very often, organisations appoint within internal organisations but fall short on how to find them and how to grow them.

This is an interactive workshop on how to identify and develop competences for product owners and scrum masters. It can be adopted to your organisation's existing competency programmes. In this exercise, I'll be using Strength Finder cards.

I'll also provide some tips on how to scale by equipping the right product owners and scrum masters and growing them.

In an organisation's talent landscape, we had often talked about human resources and talent capabilities within the organisation. In the workforce today, lengthening supply chains is widening with external temporary workforce and suppliers. Before the human resource practices have caught up with looking at a complete talent management including these extensions, a new extensions had been created. This is the robotic workforce.

As a leader, how can we leverage on both the human and robotic potential in achieving business agility? Where are the boundaries and where are the levers of considerations?

In this session, I'd like to raise the awareness to this new topic, open up for future discussions and debates.

I will also be presenting our latest findings and proposition for competences of leaders in the digital world and our POC research process using personas, empathy mapping and leadership interviews.

Agility is about culture and mindset. How much of that is impacted by the set up and the structure of the organisations?

I'll explore and share experience on the few practical differences and the differences in outcome in:

- coaching stable teams over project teams

- scaling with chapter coaching over team coaching

- coaching leadership teams / leaders over team coaching

- instructional coaching over back of the room coaching (in the initial stages)

And I'll share some of the instruments I've used that can be useful. I'd like to keep it interactive with questions.

For an organisation undergoing agile transformation, some of the initial biggest people challenges are around creating new agile roles and finding the talents to fulfilling these roles. The most prominent of the challenges are product owners and scrum masters. Like many organisations, the most immediate strategy is to hire and they often end up with people who are short on industry knowledge, pre-existing agile practices and knowledge that are not aligned or unable to hire. Very often, organisations appoint within internal organisations but fall short on how to find them and how to grow them.

This is an interactive workshop on how to identify and develop competences for product owners and scrum masters. It can be adopted to your organisation's existing competency programmes. In this exercise, I'll be using Strength Finder cards.

I'll also provide some tips on how to scale by equipping the right product owners and scrum masters and growing them.

Depuis 2 ans, j'avais rentré à Singapour pour coaching en Asie, participé dans communautés locales. Je partage mon expérience dans un point vue Singaporean qui a vécu en France pendant 10 ans et a travaillé en Europe en rentrent en Asie comme une témoin étrangère de son transformation.

Dans ce session, je vais partager les challenges et les points fortes asiatiques ou on peut aussi adopter en Europe dans un transformation agile.

Agile coaches often work alone. How do we grow as coaches and constantly up our game and improve our craft? Agile coaching circle was explained in http://agilecoachinginstitute.com/coaching-and-mentoring/

I'll be sharing a format a few coaches within my circle have been using for peer coaching and mentoring. It is a predefined format that focused on case interview and coaching questions. And I will also share a set of systemic questions used for coaching.

When an organisation embark on their agile journey or even when they consider embarking on the journey, one of the most common challenge is "where do I find scrum masters and product owners?" And after they had been appointed or assigned the role, the next question is "how do we know they are the right people and what do we need?"

While I am generalising, the challenge is real in many instances as these are roles that did not exist in traditional SDLC or waterfall structure.

Using my past HR background, I've worked with organisations to use their existing competency program to co-create competences of new roles such as product owner and scrum master and create a program for peer mentoring and growth.

In this workshop, I will be showing you how we can co-create a live competence program that can iterate over time and more importantly with agile maturity. And develop your own talent pool through practical recommendations.

I was coaching at a client location and had product owners who had just started the journey. They were struggling to understand how agile works and what are the benefits. So I decided to create a board game to help them learn through fun and competition as well as opening up conversations for product owners to learn from each other. We also used this game to play with scrum masters and product owner & scrum master pair for them to think in perspectives of the other.

In this workshop, we will be playing the board game together and learning some of the challenges a product owner faces everyday and the trade offs they face. I call it the coaching joyride as the game journey will also include sharing of real life examples.

You will also help me improve the game. And a few people can home a set to play with their teams.

I'll be translating the agile manifesto and values into agile practices. It will be important for team leaders and managers to understand that agility in HR is also important in building strong teams and enterprises. The focus in people management will shift if they want to agile agility. 

It will highlight some of the important changes in practices when building a team such as your profiling, competences, talent management and acquisition practices. 

Using dancing to learn through experience on the communication differences between leaders and followers. We will use the dance, tango to learn the different things we should look our for in communicating. 

For many team discussions, sometimes we find difficulties reaching an agreement. Many times the conversation is with people who are more expressive. This is a systemic exercise to help teams find solutions through drawing and thinking differently. It will encourage people to understand each other's opinions and integrate them into their thinking.

The exercise is developed by Tom Wujec, I'll be adopting his exercise to the workshop. 

http://www.tomwujec.com/114/

With over 5 years in the practice of tango, I would like to use tango techniques to explain the nuances in communication between product team and dev team. It’s not often straight forward or easy.

Tango is an extreme dance in coordination and non verbal communication. it is also not the kind of dance that can be guided by strict rhythm like salsa. Instead, it’s a decision between both dancers on how fast or how slow they want to take it. It is also one of the few dances where pauses are encouraged and takes the form of regrouping.

I’ll be using experiential learning to demonstrate techniques in communication. (Note: it’s not a tango lesson but a communication workshop using tango.)

With over 5 years in the practice of tango, I would like to use tango techniques to explain the nuances in communication between product team and dev team. It's not often straight forward or easy. 

Tango is an extreme dance in coordination and non verbal communication where both dancers decide how fast or how slow they want to take it. It is also one of the few dances where pauses are encouraged and takes the form of regrouping. 

It will be an experiential learning experience. I will be using tango moves to explain communication techniques and considerations. 

(Note: It's not a session to learn tango, but a session to learn communication through tango.)