Everyone's got an innovation program. But do any of them really produce commercial results? It's actually quite hard to incubate startup-like teams within a large organization. But it's not impossible. Here's what I have learned by trying it with several companies.
Become more customer focused & align demand with capacity by taking the Agile/Lean Mindset to the enterprise, achieving Business Agility.
Business leaders looking to bring agility to their entire organization, as well as executives and agile coaches already leading enterprise transformations will benefit from this interactive workshop.
Leaders are facing increased pressure from their business to accelerate the pace in meeting a competitive landscape of customer demands. They have a large backlog of enterprise initiatives (high demand) with little understanding of their capacity to deliver against it.
Many businesses have adopted and scaled agile methods within their Technology areas, however, the ones seeing success in becoming more customer focused and aligning demand with capacity have taken the Agile and Lean Mindset to the enterprise, achieving Business Agility.
Beyond "Inspect and Adapt" is "Sense and Respond". Both are necessary aspects of Agile leadership. The first is a trailing indicator, the second is a leading indicator. Learn and practice both in this session!
Provocative Assertion: Your organization is perfectly designed to get exactly the results you're already getting. The three cornerstones of the Agile Mindset are: Value, Leadership and Continuous Improvement. In this experiential workshop we'll focus on the Leadership aspect of Agile success.
Agile leadership works best when we include both knowing AND sensing. There are differences between *knowing what to do*, being able to do it and *being able to do it well*!
We will use two team based exercises to get immediate feedback and to sense and respond to tensions and each other in real time.
Both exercises highlight our relationship with leadership and power; as well as the subtle influence our own stance and beliefs on our ability to create the outcomes we are hoping for.
Using direct experience to practice the craft of Agile Leadership. This is "Emergent Leadership" in action.
Have you ever found yourself trying to persuade, inspire, cajole, and influence others to get everyone aligned on your vision? Did you know that involving others in the creation of a vision will yield a greater degree of commitment, engagement, and diversity of thought? Learn powerful techniques to collaboratively craft a clear vision that provides direction, inspiration and the foundation for goal setting and action planning.
Agile methodologies have improved how we build products. But how do you make sure you’re building the right thing with your Agile process? Product expert Dan Olsen will share advice from his book The Lean Product Playbook on how to build better backlogs. You will learn how to articulate and test your key hypotheses about how your product will create value for customers. Dan will teach you the Lean Product Process, an iterative methodology for achieving product-market fit, illustrated with real-world case studies.
So you’ve finally transitioned from doing Agile to being Agile…congratulations and welcome to last decade. As the world marches forward toward low-code platforms and hypotheses-based product discovery, you can’t afford to stay behind. What will it take to catch up to the industry, which is moving from software development to product development at rapid speed? Join me to explore the benefits of transforming from a traditional software development organization into a holistic product development organization.
Key points:
· It's not enough to just "be Agile" - product development rather than Software development is critical to a company's survival
· Key practices in product development that align strategic management with tactical execution
· Low-code platforms combined with Lean product development will transform the technology industry
· The military and the Internet have given us a blueprint for optimizing product development
· Necessary changes to the funding model (and removing the HiPPO effect)
· How to organize teams for maximum value delivery and to become high-performing
Companies face 5 common challenges when it comes to Agile scaling efforts. We discuss these challenges and strategies organizations can use to overcome them.
Organizations can improve their Agile scaling efforts by focusing on 5 common challenges: the way work is chartered, how people come together to form teams, how their values and working agreements are protected, how they are helped to remove impediments, and how they learn to improve what they deliver and how they deliver, based on feedback. These common challenges can derail and distract the efforts of the organization to reap the benefits of agile, empirical product delivery. This presentation discusses these challenges and strategies organizations can use to overcome them.
Ever feel like a square peg in a round hole? Are you undergoing or considering an Agile transformation in your enterprise and wonder how, or even if, your team’s jobs map to this new ‘Agile' thing?
If so, you are not alone, many people struggle with this fundamental question, ‘What am I in Agile?' Join us in this session to learn how to effectively map any person to the new Agile roles needed as a foundation for a high performing Agile team, regardless of their current role or job title.
Getting to MVP quickly is a critical milestone for teams. Learn why, a framework for lean validation, and how to reduce risk along the way.
The MVP or Minimum Viable Product, popularized by Lean Startup, plays a critical role in Lean product validation. It is the most important test to demonstrate that product-market fit has been achieved. Yet teams are often unclear what an MVP is and how to prioritize it versus other research options.
In this session, Lean product management expert Greg Cohen will shed light on the history of the MVP, how it fits into Lean product validation, and how three different companies approached the MVP in new product introductions with a focus on B2B situations.
Failures?... YES!
Was it Humbling?... Very
Did we Inspect and Adapt?....Hell Yeah!!...
Customers constantly ask for the recipe to our secret sauce. How did we scale to 450 teams and 45 business units, across a global organization? "We want THAT!"
A transformation case study, overlaid with how to recognize your cognitive biases using an intergral agile lens.
Avvo is a 10-year old company that is in high growth mode. In June, Kevin Goldsmith joined Avvo as its CTO after three years at Spotify. He will share learnings of how the team is bringing a lean and agile culture to this rapidly growing company. How do you scale the tools of transformation from the team to the company? In a company eager for change, how do you decide where to invest and how fast to go? Kevin will also share some of the programs that have been put into place to begin the transition from a top-down to bottom-up culture.
What differentiates high performance teams and dream teams? What’s our role as team members and as leaders to foment a dream team culture?
Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers.
What made it so? And what can we do to get it again?
Successful software development cultures are ones that are not just performant but that also both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in the crafting of it.
Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come.
How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true?
The Stage Coach, the Dodo Bird, Cassette Tapes, Newspaper Classified Ads, etc. what do these things have in common? They are all obsolete…Leaders who understand the “magic” of Enterprise Agility are the ones that will ensure their organizations remain relevant!
If you do portfolio-level planning, it’s probably anti-agile. Here's a method for long-term agile estimation, to avoid wild guesses and big up-front-design.
The goal of this workshop is to provide a method for breaking down major releases, estimating with any level of work granularity, and creating a plan that is considerate of team-level risk analysis.
Focusing on authentic conversation with particular attention to breakdowns (process, communication, alignment, etc) served as a widespread platform for change at Stem. The stewardship of these conversations, and the near obsessive demand that they happen at the whiteboard, flattened the org in a matter of weeks, dissolving org hierarchy and normalizing urgency for the true imperatives of the business. Come hear how the impossible was achieved through a re-embracing of the Agile principles.
In an increasingly agile world, do we still need middle managers? Clearly we do, but middle management and HR departments must adapt or never meet the promise of highly motivated and productive teams. Some of the changes required may be considered quite radical when compared to traditional HR practices. But without these changes you will have difficulty attracting and retaining the talent you need.
In this session, Mark Lines provides an overview of trends we see in organizational design, career paths, the new role of middle management, and some progressive ideas regarding compensation and performance management.
For agile teams, Individuals and interactions are essential to highly perform. Join us to experiment how you will interact to save your life after the SOS from the Titanic!
The talk will explore the lessons learned from vanguard companies in the east, west, north and south as they unleash the power of organizational self-management. In the west, one American company grew from zero to dominate its industry sector, with products consumed by nearly everyone in the U.S. and millions more around the globe. In the east, a struggling Chinese manufacturer unleashed its inner dragon and became an admired global leader in its industry. In the north, this Scandinavian dynamo found superior financial returns in slashing bureaucracy and creating the workplace of the future. In the south, this Brazilian maverick learned how to balance freedom with accountability and wrote a business story for the ages.
What you’ll take away:
• Learn How to Create a Highly Scalable Enterprise (Without Needing Bosses or Titles)
• Learn How to Drive Organizational Agility, Innovation and Resilience through Organizational Self-Management
• Learn How Organizational Self-Management Can Create Strategic Business Advantage
• Learn How to Slash the Costs of Management, the Least Efficient Activity of Any Enterprise
• Learn How to Drive Human Engagement and Productivity
