Today, top performing agile teams exist in organizations worldwide. However, they are hamstrung by legacy bureaucratic management - the remnants of a waterfall phase gate governance approach.  True end-to-end, business agility requires a bimodal approach: continued care and feeding of agile teams done in parallel with a systematic middle-management transformation.

Join Sanjiv Augustine to explore 3 steps that enable rapid value delivery, increase decision velocity, enable portfolio prioritization, link strategy to execution and delink funding from projects:

1. Set up end to end Value Stream Teams
2. Set up an Agile Value Management Office (VMO)
3. Move from Yearly Budgeting to Fixed Funding   

We’ll cover case studies of how this approach has unshackled agile teams and liberated managers to deliver positive customer outcomes.

Today, top performing agile teams exist in organizations worldwide. However, in many of these same organizations, those very same teams are hamstrung by legacy bureaucratic management - the remnants of a waterfall “license raj.”  Issues with delivery across multiple silios, non-value adding process red tape, and antiquated PMOs persist.  So, we continue to struggle with reaping the full benefits of agile methods, and fall short of business agility.

True end-to-end, business agility requires a bimodal approach: continued care and feeding of agile teams done in parallel with a systematic middle-management transformation away from the license raj. The Agile Value Management Office (VMO) is rapidly gaining traction as the preferred way to accomplish this through:

• A team of teams organizational construct and approach for light-touch governance
• Adaptive planning and experimentation with small-batch Minimal Marketable Products (MMPs) for end-to-end flow 
• Up-front and continuous integration of legal, audit and other business-critical functions for true risk management

Join Sanjiv Augustine to explore how these have liberated managers, unshackled agile teams and resulted in positive customer outcomes. Through key case studies, we’ll see how these have also ensured critical management, oversight, and governance. 

Historically, Project Managers (PMs) and other middle managers have hustled in a bureaucratic system to drive teams to deliver value. As organizations transition from a project to product model, where can these leaders best add value in a fast-moving, Agile and entrepreneurial world? In this new and exciting world, middle managers are enabling rapid delivery of value and successful business outcomes via the creation of the Agile Value Management Office™. Learn how an Agile VMO™ drives business agility through small batches, frequent releases, and continuous adaptation. We'll explore how to:

• Create a collaborative management team-of-teams
• Bring Lean discipline to product portfolio prioritization
• Establish an End-to-End team model of resource management
• Track in-flight product work using a Visual Management System

We'll explore the transition for PMs and other leaders into this exciting role: facilitating the delivery of flow, value, and innovation end-to-end on the Agile VMO™, even as they support their Agile teams in the quest for business agility.

Agile transformations typically fail to deliver true business agility because organizational power structures, norms, and culture remain locked into legacy models that oppose Agile. Similarly, companies fail because their organizations remain tuned to their traditional markets, even as disruption creates new dangers and innovation new opportunities. The failure to change hidebound bureaucracy and rigid organization structures leads to eventual disruption, and often dissolution.

Agile methods can serve as a foundation for organizational “sparks” that are adaptable and resilient in the face of disruption and relentless change. Those looking to leverage investment in Agile as a business differentiator must heed Conway’s Rule, and adapt organizational elements to support and enable true business agility. Join Sanjiv and Audrey to explore essential organizational sparks for business agility, including Lean Discovery, Agile PMO, Agile Budgeting, Dynamic Strategy, and Portfolio Kanban.

Despite thinking that organizations are slow to innovate, innovation actually abounds at many companies. Kodak, DEC, and Xerox did not fail due to lack of new, cutting-edge innovation; they failed because their organizations were tuned to their traditional markets, and a failure to change their business models and organizations led to their eventual disruption.

The key to achieving business agility lies in leadership that transforms organizations. Transformational leaders succeed by changing the system, leading with purpose, and steering from the edges. They own their responsibility and boldly lead their organizations into the future. As leaders, we can accelerate this evolution by enabling true self-management and team-based governance.

Join Bob and Sanjiv to learn how leaders can transform organizations with a flatter organization structure, work anywhere flexibility, participatory profit sharing, and delegated hiring and firing. Explore the agile leadership journey needed for true business agility.

For too many organizations, Agile is primarily seen as merely an IT delivery system. Within this archaic and limited mindset, New Product Development is so manageable with Scrum. We amble along with 30-day Sprints, a single product owner, a neat product backlog, and a collocated Scrum team. But, today’s business environment is a tsunami of global hyper competition, with companies entering and being forced off the S&P 500 every 15 years. The classic Innovator's Dilemma is now even more pressing, and quite candidly, archaic Agile is of limited use.

 To be competitive now, organizations need to look at the gestalt ... the entire value-stream of activities that are required to bring solutions to market. In this session, we will show concrete examples of how major organizations have innovated along the full path from product ideation to requirements to budgeting to delivery and to operations. Each part of a typical value-stream will be explored to show how agility has impacted these traditionally silo'ed functions and how forward-thinking organizations have reached the next level of performance through tight integration and agile thinking.

Learn the essential steps to conquer the entire value-stream from the “fuzzy front end” of innovation, product discovery, lean experimentation, and modern requirements discovery, to pipeline management, to agile budgeting and incremental funding, to high-performance product-centric teams, and enabling agile engineering techniques.

The result is the architecture of an entire organizational system that is designed to rapidly and effectively discover what customers want and delivery with utmost efficiency.

Today, knowledge workers are seeking to find meaning in our lives and purpose in our work. With this new generation of employees who are as interested in purpose as in profit, it is imperative that we revisit management schemes like top down work assignment, the annual review, strict “clock punching” work hours and inflexible vacation policies; and recognize their negative effects on individual morale and team productivity.

As leaders, it is time to recognize and own our responsibility in these counter productive techniques and boldly move into the future with radical alternatives. Now, with organizations as diverse as Virgin, LinkedIn, The Motley Fool, and Zappos applying Frederic Laloux’s “Teal” system to revolutionize management, it is time for us to undergo personal transformations and to lead as well as we manage.

Join Sanjiv to learn how to create the space for a “results only” workplace with a flatter organization structure, work anywhere flexibility, participatory profit sharing, and delegated hiring and firing. Explore the leadership journey needed, with its fears, challenges and tribulations; as well as its joys, triumphs and unassailable business results.

Are you a leader undertaking or interested in undertaking a major Agile transformation? You’re not alone - an overwhelming 88% of executives worldwide cite organizational agility as key to global success. Many have also begun scaling their agile adoptions beyond individual teams to the program, portfolio and enterprise levels.  But how does one transition into a leadership role to create an adaptive organization with faster results, higher quality, and unparalleled innovation?

Join Sanjiv for a groundbreaking experience, crafted exclusively for those tasked with leading and scaling agile initiatives.  We will cover essential set of Lean building blocks as a starting foundation for larger Agile scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and Disciplined Agile Delivery (DAD). After examining scaling fundamentals, we will dig into case studies that expose common scaling pitfalls and gain expert insight into best practices. We will then cover more complex topics, including budgeting and funding, agile PMOs, and agile contracts. Hands on interactive exercises will be interspersed to illustrate what it takes to implement and sustain cultural change, and to design transition teams. 

The power is in your hands to apply agile ideas from the team to the top, and to totally transform your organization! 

Special Note on Certification:

This workshop is one of four in the exclusive Agile Leadership Academy™: Foundations of Lean & Agile Leadership, Scaling Agility, Lean Product Management, and Agile Engineering and Operations. Based on 15+ years of experience with enterprise Agile adoptions, landmark thought leadership and ideas curated from leading executive summit events, the Agile Leadership Academy™ will prepare you to create, lead and scale an Agile organization.

Due to demand at Agile India, the first session will be Scaling Agility. Academy delegates will be given a certificate of attendance and a suggested project to take back to their organization, and will be invited back for subsequent sessions. Once the four sessions have been completed, delegates will be certified as ALA Endorsed Leaders™. This certification will be provided by the Agile Leadership Institute, based out of Washington, DC, USA, and will be backed by Agile thought leaders and method founders. ALA Endorsed Leaders™ will be eligible to join the elite ranks of the ALA Alumni Circle™.

Do you find your work exciting and fulfilling? Is your team rewarded for finding better ways to work? While many organizations have adopted Agile approaches at a project level, few have effectively aligned their HR processes with Agile values, or made finding better ways of working a truly rewarding and exciting proposition for their teams. With a new generation of employees who are interested equally in purpose as in profit, it is imperative that we revisit schemes like the 360⁰ annual review, and recognize not only their limitations, but also the damage they cause to individual morale and team productivity.

Join Sanjiv to explore the subject of creating a holistic performance management system that not only adheres to Agile principles, but actively promotes individual drive and team innovation. Learn how delink merit pay from feedback, the difference between intrinsic and extrinsic motivation; and how to create a “flow state” on your agile teams to enhance performance and spark innovation.

Scrum, XP, and Kanban are familiar agile methods. Now in the second decade of their adoption, agile methods continue to help organizations worldwide respond to change and shorten the time to deliver value. An overwhelming 88 percent of executives cite organizational agility as key to global success. So, in recent years, many have begun scaling their early agile adoptions beyond individual teams to programs, portfolios, and the enterprise. Even though today’s scaling techniques are not yet fully understood, new scaling frameworks continue to emerge. Join Sanjiv Augustine to explore this exciting area and discover approaches to scale agile in a way that makes the best sense for your organization. Learn about scaling frameworks including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), as well as the simple Scrum-of-Scrums meeting. Join Sanjiv to explore how you can develop a straightforward scaling strategy for your organization.

All Not for Profits aspire to be effective, nimble, and fun all while changing the world. Agile mindsets and practices can help all nonprofit organizations use technology agile concepts skillfully and confidently to meet community needs and fulfill their missions.

Successfully implementing and fully adopting agile can be seen as unnecessary overhead.  Creating an Agile community and toolbox for Not for Profits would greatly reduce the organization change costs and allow not for profits to benefit faster.  This community would facilitate the exchange of knowledge and information within the agile community and within the Not for Profit sector. It would connect members to each other, provide professional development opportunities, educate our constituency on issues of technology use in nonprofits, and spearhead groundbreaking research, advocacy, and education on technology issues affecting our entire community.

Do you find your work exciting and fulfilling? Is your team rewarded for finding better ways to work? While many organizations have adopted Agile approaches at a project level, few have effectively aligned their HR processes with Agile values, or made finding better ways of working a truly rewarding and exciting proposition for their teams. With a new generation of employees who are interested equally in purpose as in profit, it is imperative that we revisit schemes like the 360⁰ annual review, and recognize not only their limitations, but also the damage they cause to individual morale and team productivity.

Join Sanjiv to explore the subject of creating a holistic performance management system that not only adheres to Agile principles, but actively promotes individual drive and team innovation. Learn how delink merit pay from feedback, the difference between intrinsic and extrinsic motivation; and how to create a “flow state” on your agile teams to enhance performance and spark innovation.