It can be really hard to create a culture code in a large corporate, particularly because everyone has a different opinion around what does great look like.

When the Netflix culture code deck was published in 2001 no one knew it would be such an influential document but it did. Sheryl Sandberg the COO of facebook even once labelled it as one of the most important documents to have come out of Silicon Valley.

Even though we know culture is a critical part of agile however we don't often see it used as a tool for helping drive transformational change.

This session will provide you with a hands-on approach to creating a culture code to allow you to change that.

Boral is on a rapid Agile transformation and one of the challenges is to provide senior executives and the board of directors an understanding what agile really means for the company.

In the end its not about Scrum or Kanban, or any other framework for that matter.

They really just want to know what outcomes will it drive for the company.

We will explore the 9 factors that I've used to paint a picture of what an organisation would feel like if it truly became an agile organisation.

Using a simple model to focus leadership on applying a cohesive set of transformational changes can improve the success of a agile adoption. This session explores how this model helped, and is continuing to help, the Boral Digital Solutions leadership team decide on a set of cohesive changes such as the adoption of Scrum, the use of Objective and Key Results, and the establishment of a culture code to accelerate its agile transformation.

Boral is a construction materials company founded in 1946. It adopted Lean practices in its manufacturing areas over 10 years ago but only recently started on a Technology/Digital transformation. Because Boral spans a diverse business from mining through to the delivery of construction materials, there are endless opportunities to pick from in building a highly engaged, autonomous workforce.
The challenge is creating clarity and focus from these choices as to what we will do, and what we won't. Using a simple model about how we work and how we engage our people, we are able to:
1) Create clarity and focus around a cohesive set of impactful changes
2) Build engagement and buy-in with executive leaders
We will explore how this model is currently helping Boral, as well as how it can help you in your own transformations. Having evolved through different industries (Campaign Monitor - Software Start-up, Commonwealth Bank of Australia - Financial Services), this model can help you create clarity and focus around what to do when you can't do everything.

This workshop is for agile leaders assisting large organisations to shift towards a highly engaged, autonomous working environment.
Using a simple model and supporting canvas, participants will learn to use a systematic approach for creating clarity and focus around the transformational activities an organisation decides to pursue.
I will briefly introduce a simple organisational model about how we work and how we engage our people, and teach participants how to use it is evaluate their own working environment and decide on impactful changes.

Product teams often have a huge challenge in balancing the effort towards building for the future and supporting their product today.

In this workshop you will learn how to use common lean tools like Pareto analysis and PICK matrixes, alongside the cost of delay to ensure that your product teams have a continuing focus of maintaining a health balance between the two.

At Boral and Campaign Monitor we use this light set of lean tools to help teams maximise the impact they have on the supportability of their systems ensuring they have a healthy balance between building for the future and supporting their product today.

Product teams are different to traditional project teams. While developing their future product they also need to support it today.

This requires quite a different team mindset to be applied, one which we are actively applying within Boral today.

During this session, we'll talk about why product teams are valuable, what is the new mindset they need to apply, and some of the tools and techniques you can use to apply these mindsets in the real world.

This workshop is for agile leaders assisting large organisations to shift towards a highly engaged, autonomous working
environment.

Using a simple model and supporting canvas, participants will learn to use a systematic approach for creating clarity and focus on the transformational activities an organisation decides to pursue.

I will briefly introduce a simple organisational model about how we work and how we engage our people and teach participants how to use it in evaluating their own working environment and decide on impactful changes.

Boral is a construction materials company founded in 1946. It adopted Lean practices in its manufacturing areas over 10
years ago but only recently started on a Technology/Digital transformation. Because Boral spans a diverse business
from mining through to the delivery of construction materials, there are endless opportunities to pick from in building a
highly engaged, autonomous workforce.
The challenge is creating clarity and focus from these choices as to what we will do, and what we won't.
Using a simple model about how we work and how we engage our people, we are able to:
1) Create clarity and focus around a cohesive set of impactful changes
2) Build engagement and buy-in with executive leaders
We will explore how this model is currently helping Boral, as well as how it can help you in your own transformations.
Having evolved through different industries (Campaign Monitor - Software Start-up, Commonwealth bank of Australia -
Financial Services), this model can help you create clarity and focus around what to do, when you can't do everything.

Product teams must balance the needs of the future with supporting today.

In this workshop you will learn how to apply lean tools such as Pareto Analysis and the PICK matrix along site the cost of delay to help a product team ensure they are able to make targeted investments around the supportability of their product to ensure they are as effective as possible.

Product teams must balance the needs of the future with supporting today.

In this workshop you will learn how to apply lean tools such as Pareto Analysis and the PICK matrix along site the cost of delay to help a product team ensure they are able to make targeted investments around the supportability of their product to ensure they are as effective as possible.

When we think about change, we often get stuck focusing on how we will do agile and the frameworks we will use to do it. This often focused on how we prioritise the work, how escalate issues, how will we structure our teams, but often we lose sight of the people who are doing the work and how important it is for them to feel engaged about the work they are doing.

To truly create an amazing workplace, not only do we want people to feel engaged about working in new ways, but to deeply care about the company itself and what it is trying to do.

During this session I'll introduce the model I use to help leaders at Boral and Campaign Monitor think about making deliberate change to how alongside supportive investments in engaging people towards our goals.

Using the model I will explore some of the common designs that companies use and how they impact autonomy and engagement.

This session will help you think about how to deliberately create engagement and an autonomous environment and some of the basic factors needed for its success.

When we think about change, we often get stuck focusing on how we will do agile and the frameworks we will use to do it. This often focused on how we prioritise the work, how escalate issues, how will we structure our teams, but often we lose sight of the people who are doing the work and how important it is for them to feel engaged about the work they are doing.

To truly create an amazing workplace, not only do we want people to feel engaged about working in new ways, but to deeply care about the company itself and what it is trying to do.

During this session I'll introduce the model I use to help leaders at Campaign Monitor think about making deliberate change to how alongside supportive investments in engaging people towards our goals.

Using the model I will explore some of the common designs that companies use and how they impact autonomy and engagement.

This session will help you think about how to deliberately create engagement and an autonomous environment and some of the basic factors needed for its success.

When we think about change, we often get stuck focusing on how we will do agile and the frameworks we will use to do it. This often focused on how we prioritise the work, how escalate issues, how will we structure our teams, but often we lose sight of the people who are doing the work and how important it is for them to feel engaged about the work they are doing.

To truly create an amazing workplace, not only do we want people to feel engaged about working in new ways, but to deeply care about the company itself and what it is trying to do.

During this session I'll introduce the model I use to help leaders at Campaign Monitor think about making deliberate change to how alongside supportive investments in engaging people towards our goals.

Using the model I will explore some of the common designs that companies use and how they impact autonomy and engagement.

This session will help you think about how to deliberately create engagement and an autonomous environment and some of the basic factors needed for its success.