CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about how a large European Bank successfully delivered a large regulatory transformation program in 2017 using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, lack of trust and collaboration between Business and Technology, lack of knowledge and experience in the solution domain, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

As an Agile Coach on the project, my role was to help the Finance & Risk groups with the value stream mapping, formation of cross functional teams, developing an agile delivery approach, and provide training and coaching for the teams and leadership on adoption of agile principles and practices.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

“The Agile mindset isn't just gained with learning, but unlearning years of current practice”

Everyone wants to do agile but how often do they get it right? The real learning curve is how to ensure the approach sticks through behaviour and mindset shift in the organization and leadership.

We commonly see organizations limit themselves to agile by focusing on software delivery through techniques such as Scrum or Kanban; failing to recognize the importance of the rest of the organization must fundamentally shift their culture. But how can an individual help their organization through this journey?

In this session, we will show how agile is not something you do, but it’s what you embody through 5 key shifts. You will learn how to successfully implement agile while remaining relevant, responsive, and successful in today’s rapidly evolving business world.

CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about how a large European Bank successfully delivered a large regulatory transformation program in 2017 using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, lack of trust and collaboration between Business and Technology, lack of knowledge and experience in the solution domain, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

As an Agile Coach on the project, my role was to help the Finance & Risk groups with the value stream mapping, formation of cross functional teams, developing an agile delivery approach, and provide training and coaching for the teams and leadership on adoption of agile principles and practices.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

Agile has been pervasive and proven to be successful for technology product development for more than two decades. Today more organizations are taking agile principles and practices and applying them outside of IT to their business as usual (BAU) activities such as marketing or strategy development. But how easy is this next generational aspect of Business Agility? Can an approach that was rooted in technology product development be successfully applied as an accelerator to achieve overall business efficiency and effectiveness?

In this session, different case studies, including a large Canadian insurance provider, will demonstrate lessons learned from organizations that have taken agile principles and practices to help them drive commercial impacts, build people and their capabilities, adoption of the right mindset and behaviors, and improve performance. Some of the questions that will be addressed:

• What does business agility mean and why does it matter?
• How can Corporate Functions such as HR, Finance, Risk and Marketing, which are often entrenched in traditional ways of working, become agile?
• Do agile practitioners need to “stay true” to the principles and practices they originally learned for technology in order to be effective in the business?
• How should agile business teams be optimally structured to align with an enterprise agile COE?
• What can leaders learn from others’ journeys so we can determine whether agile can truly thrive outside IT and be scaled across the organization?

If you are a Business Leader who is considering next steps on enterprise agility, organizational resilience, and a culture of adaptability, attend this session to learn valuable and pragmatic insights as you begin your own agile journey.

Agile has been pervasive and proven to be successful for technology product development for more than two decades. Today more organizations are taking agile principles and practices and applying them outside of IT to their business as usual (BAU) activities such as marketing or strategy development. But how easy is this next generational aspect of Business Agility? Can an approach that was rooted in technology product development be successfully applied as an accelerator to achieve overall business efficiency and effectiveness?

In this session, different case studies, including a large Canadian insurance provider, will demonstrate lessons learned from organizations that have taken agile principles and practices to help them drive commercial impacts, build people and their capabilities, adoption of the right mindset and behaviors, and improve performance. Some of the questions that will be addressed:

• What does business agility mean and why does it matter?
• How can Corporate Functions such as HR, Finance, Risk and Marketing, which are often entrenched in traditional ways of working, become agile delivery centers?
• Do agile practitioners need to “stay true” to the principles and practices they originally learned for technology in order to be effective in the business?
• How should agile business teams be optimally structured to align with an enterprise agile COE?
• What can leaders learn from others’ journeys so we can determine whether agile can truly thrive outside IT and be scaled across the organization?

If you are a Business Leader who is considering next steps on enterprise agility, organizational resilience, and a culture of adaptability, attend this session to learn valuable and pragmatic insights as you begin your own agile journey.

CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about how a large European Bank successfully delivered a large regulatory transformation program in 2017 using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, lack of trust and collaboration between Business and Technology, lack of knowledge and experience in the solution domain, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

As an Agile Coach on the project, my role was to help the Finance & Risk groups with the value stream mapping, formation of cross functional teams, developing an agile delivery approach, and provide training and coaching for the teams and leadership on adoption of agile principles and practices.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

Agile has been pervasive and proven to be successful for technology product development for more than two decades. Today more organizations are taking agile principles and practices and applying them outside of IT to their business as usual (BAU) activities such as marketing or strategy development. But how easy is this next generational aspect of Business Agility? Can an approach that was rooted in technology product development be successfully applied as an accelerator to achieve overall business efficiency and effectiveness?

In this session, different case studies, including a large Canadian insurance provider, will demonstrate lessons learned from organizations that have taken agile principles and practices to help them drive commercial impacts, build people and their capabilities, adoption of the right mindset and behaviors, and improve performance. Some of the questions that will be addressed:

• What does business agility mean and why does it matter?
• How can Corporate Functions such as HR, Finance, Risk and Marketing, which are often entrenched in traditional ways of working, become agile delivery centers?
• Do agile practitioners need to “stay true” to the principles and practices they originally learned for technology in order to be effective in the business?
• How should agile business teams be optimally structured to align with an enterprise agile COE?
• What can leaders learn from others’ journeys so we can determine whether agile can truly thrive outside IT and be scaled across the organization?

If you are a Business Leader who is considering next steps on enterprise agility, organizational resilience, and a culture of adaptability, attend this session to learn valuable and pragmatic insights as you begin your own agile journey.

Are you struggling to implement change in your organization? Is your team resisting your influence? Does your team believe they are a high-performing, mature team, therefore do not need to change? Are you actively trying to bring about improvements without results?

If this is you, then you need to stop what you're doing. Yes, stop everything and do 'nothing'. This means stop pushing against the resistance, stop driving people onto the Agile bandwagon. Instead, influence your environment by telling stories, model the behaviours that you would like to see, and most importantly be real.

This talk illustrates a different approach to initiate change. Attendees will walk away with a list of pragmatic techniques to influence teams.

Have you ever been in a retrospective where everyone looks at each other and not saying anything meaningful? No one wants to be the first to point out the “elephant in the room”. By the end of the hour, real issues are not discussed. The team feels demotivated and they are dreading the next one.

A lot of people do not enjoy retrospectives, seeing them as a way to place blame. It does not need to be this way.

Retrospectives should be a place to have open conversations which promote constructive actions that help the team improve. One of the ways to start the discussion is by using LEGO® to share your perspectives.

In this session, I would like to share a retrospective technique using LEGO® bricks. Hope you bring your inner child.

As a Product Owner, I am sure this has happened to you. You worked with a team on an initiative and it resulted in something different than your vision. The customer was not happy, you were not happy and the team felt they had done everything that was asked.

How do we change this? How do we build a common understanding around the product vision?

User Story Mapping is one of the tools that can help bridge the gap from idea to fruition. Story Mapping can be applied to software development and real life situations. It requires only a few simple ingredients: user personas, customer journey and clear outcomes. This will provide a basis to discuss, prioritize and slice your backlog. Story Maps are a great way to guide a team to quickly creating a minimal viable product and validate the solution fit.

When I was a product owner, I have created story maps on initiative, portfolio, feature levels of my product. They have helped articulate my vision with the team, and the team refined the product vision.

In this session, we will create a Story Map, leverage tools and techniques like empathy map, Kano model and MoSCoW to slice backlogs and most importantly tell your story. This workshop will hopefully help Product Owners and teams to focus on the user's journey.

Are you struggling to implementing change at your organization? Is your team resisting your influence? Does your team believe they are high performance team, therefore do not need to change? Are you actively trying to improve the process without much results?

If this is you, then you need to stop what you're doing. Yes, stop everything and do 'nothing'. This means stop pushing against the resistance force, instead be the influence you would like to see. From change agent to stealth agent.

This talk consist of a series of stories that hopefully can illustrate a different approach of implementing change.

Have you ever been in a retrospective where everyone looks at each other and not saying anything meaningful? No one wants to be the first to point out the “elephant in the room”. By the end of the hour, real issues are not discussed. The team feels demotivated and they are dreading the next one.

A lot of people do not enjoy retrospectives, seeing them as a way to place blame. It does not need to be this way.

Retrospectives should be a place to have open conversations which promote constructive actions that help the team improve. One of the ways to start the discussion is by using LEGO® to share your perspectives.

In this session, I would like to share a retrospective technique using LEGO® bricks. Hope you bring your inner child.

As a Product Owner, I am sure this has happened to you. You worked with a team on an initiative and it resulted in something different than your vision. The customer was not happy, you were not happy and the team felt they had done everything that was asked.

How do we change this? How do we build a common understanding around the product vision?

User Story Mapping is one of the tools that can help bridge the gap from idea to fruition. Story Mapping can be applied to software development and real life situations. It requires only a few simple ingredients: user personas, customer journey and clear outcomes. This will provide a basis to discuss, prioritize and slice your backlog. Story Maps are a great way to guide a team to quickly creating a minimal viable product and validate the solution fit.

When I was a product owner, I have created story maps on initiative, portfolio, feature levels of my product. They have helped articulate my vision with the team, and the team refined the product vision.

In this session, we will create a Story Map, leverage tools and techniques like empathy map, Kano model and MoSCoW to slice backlogs and most importantly tell your story. This workshop will hopefully help Product Owners and teams to focus on the user's journey.

Large companies (Banks, Insurance, and Telecom) in our community have been on their Agile Transformation journey over the past 4 to 5 years, implementing Agile in various pockets of the organization. Leaders have made significant investments of time and money on this journey and are now facing the challenge of articulating tangible benefits of the transformation and would like to measure the efficacy of the transformation.

Basically, they are asking Is Agile Working?

While there is no one simple answer to this seemingly innocuous question, we have from our experience working with these different clients devised a process that has helped us with answering this question.

In this session, we would like to share the three step process which we hope will help you.

• Firstly, we start with identifying the personas in the organization who are asking the question. And in our experience, we have identified (at least) four major personas that work for this scenario.
• Secondly, we identify the business objectives and outcomes that these personas want to achieve. This involves multiple workshops and sessions with these personas to identify their objectives and outcomes.
• Finally, we introduce a 3 * 3 matrix based on the organization lens (personas) and the maturity of Agile capabilities in the organization

The three step process identified above has proven to work irrespective of the industry it is being used in and provides a comprehensive and structured way to answer the important questions that an organization faces during the transformation. This process and the accompanying tool provided enable executives to make data backed decisions on the areas to focus on next in the transformation.

Have you ever felt you don't quite understand WHY you work on things that you do and HOW it actually supports your business' goals?

Most (if not all) of us might agree that creating a shared understanding of the vision and goals is critical to the success of the organization. But how do we do it?

From our experience coaching Product Owners and Product Managers over the years, many of them struggle with creating or articulating the business goals and how each of their product increments support them. It turned out that some of them were just taking marching orders from the powers that be, they didn't know (the goals) for themselves and their teams are left in the dark. This challenge is amplified by lack of definition and communication of measures of success to validate that the product increment is indeed contributing to the business objectives.

These factors make it hard to answer questions like "Should we start working on this?" or "Should we continue working on that?".

Fortunately, a technique like Impact Mapping helps overcome this challenge. Impact Mapping is a simple but powerful way of visualizing the mapping of the business goals or objectives down to the product increments that teams work on. It is a great tool that lends well to having meaningful dialogues between business, technology and other stakeholders, and most importantly useful for adaptive planning of what gets worked on or what should be stopped.

In this session, we will share what Impact Mapping is and how to create one. By the end of the session, you will pick up enough knowledge through the process of creating an impact map to try it at work.

This session is suitable for anyone that is interested in learning a technique to create connections between business goals and deliverables.

CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about a large European Bank successfully delivering a large regulatory transformation program using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about a large European Bank successfully delivering a large regulatory transformation program using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

CFOs in today's digital economy are looking to invest significant capital on data driven initiatives to deliver strategic analysis to business partners. However this is often reprioritized due to regulatory requirements.

This session is about a large European Bank successfully delivering a large regulatory transformation program using an agile approach. Driven by Finance & Risk groups and enabled by technology, incremental business value was delivered to Finance and Risk stakeholders.

The key challenges faced required an approach to handle evolving regulatory requirements, integration of new technology assets to automate business requirements and an aggressive timeline enforced by the regulator.

The successful delivery was largely due to business foresight to maneuver around typical IT challenges and instead adopt an approach using agile principles that put delivering business value over fixed scope. Through this approach, the clients were able to deliver the solution that addressed the immediate needs but this also position them to leverage for future regulations.

This talk will elucidate the backdrop, challenges that posed the business, the agile approach, culture and mindset that was adopted, and the resulting outcomes.

If you have thought of or thinking of adopting Agile mindset in a non-IT environment, this is the session for you. In this session we will share some techniques we developed and hiccups that we managed along the way.

By the end of this session, you will likely have gained some valuable insights that you can take back to your Organization and adopt agile principles and practices in areas outside of IT.

Have you ever felt you don't quite understand WHY you work on things that you do and HOW it actually supports your business' goals?

Most (if not all) of us might agree that creating a shared understanding of the vision and goals is critical to the success of the organization. But how do we do it?

From our experience coaching Product Owners and Product Managers over the years, many of them struggle with creating or articulating the business goals and how each of their product increments support them. It turned out that some of them were just taking marching orders from the powers that be, they didn't know (the goals) for themselves and their teams are left in the dark. This challenge is amplified by lack of definition and communication of measures of success to validate that the product increment is indeed contributing to the business objectives.

These factors make it hard to answer questions like "Should we start working on this?" or "Should we continue working on that?".

Fortunately, a technique like Impact Mapping helps overcome this challenge. Impact Mapping is a simple but powerful way of visualizing the mapping of the business goals or objectives down to the product increments that teams work on. It is a great tool that lends well to having meaningful dialogues between business, technology and other stakeholders, and most importantly useful for adaptive planning of what gets worked on or what should be stopped.

In this session, we will share what Impact Mapping is and how to create one. By the end of the session, you will pick up enough knowledge through the process of creating an impact map to try it at work.

This session is suitable for anyone that is interested in learning a technique to create connections between business goals and deliverables.

Have you ever felt you don't quite understand WHY you work on things that you do and HOW it actually supports your business' goals?

Most (if not all) of us might agree that creating a shared understanding of the vision and goals is critical to success of the organization. But how do we do it?

From my experience coaching numerous Product Owners and Product Managers over the years is that many of them struggle with creating or articulating the business goals and how each of their product increments support them. It turned out that some of them were just taking marching orders from the powers that be, they didn't know for themselves and their teams are in the dark as well. This challenge is amplified by lack of defining and communicating the measures of success needed to validate if the product increment is indeed contributing to your business objectives.

These factors make it hard to answer questions like "should we start working on this?" or "should we continue working on that?".

Fortunately, a technique like Impact Mapping helps overcome this challenge. Impact Mapping is a simple but powerful way of visualizing the mapping of the business goals or objectives down to the product increments that teams work on. It is a great tool that lends well to having meaningful dialogues between business, technology and other stakeholders, and most importantly useful for adaptive planning of what gets worked on or should be stopped.

In this session, I will share what Impact Mapping is and how you can go about creating one. By the end of the session, you should have picked enough knowledge  so you can try creating at your work or if anything add it to your tool kit.