Servant Leadership by its meaning and definition is not new for India. It has its history deeply rooted in BC's and is being practiced till today, knowingly or unknowingly. Servant leadership was being practiced from thousands of years but got a specific importance now with advent of Agile Frameworks and specifically Scrum.Servant leadership in corporate's vanished with emergence of classical management theory. This presentation we will try to understand basics of Servant Leadership with examples which are relevant to today's leadership in corporate's. This is applicable to small teams to big corporate's. We will understand each aspect from history and will relate it to today's scenario to understand it deeply. This presentation will focus on aspects of Servant Leadership, Its implementation and benefits in different scenarios.

Product quality plays a key strategic role in any organization success. Organizations have tried and tested many tools, techniques, methodologies or mechanisms to achieve best possible quality while trying to meet time to market demands. Agile methods have gained prominent attention of CXO as a strategic piece for IT and Business alignment. Many organizations have embraced agile journey in recent years and have reported noticeable improvement in product quality, customer satisfaction, early value delivery (Time to market) and increased people engagement at workplace.

One of the magical factor driving product quality improvement in Agile Scrum is Definition of Done( DoD). A well thought and implemented DoD keeping Tech Debt as a reference would result in significant improvement of Product Quality.
This paper provides summary of our experience of implementation of DoD, Tech Debt reduction strategy and magnificent results we observed in an enterprise level large complex legacy system.

When a company thinks about transformation or a change from legacy traditional software development models to Agile, they first think of bringing in External coaches or Scrum experts. In another situation when the companies want to increase their maturity in agile, they still will want to hire people from outside who are experts in this arena. This discussion is all about how we could groom people internally to sustain and increase the credentials within the organization rather than relying always on external coaches.