Dianne Marsh describes how Netflix' tooling, especially the continuous delivery system, allows them to build scaffolding enabling software developers to make the decision to push the button for prod deployment - and helps them to recover if necessary. As a result, they can run fast, trusting their tooling and culture.
Jez Humble presents some observations on plant floor engineering and operations, deriving the behaviors, rituals and processes that are essential to fast flow in software development. (audio quality is degraded from the 26m mark for 14m)
Rachel Davies shares advice on how to dissolve barriers to adopting new working practices and get a team moving in the right direction.
Amber Case discusses cultural changes when switching from a team of 6 to one of 20 in a new 3,000 people organization.
Joakim Recht discusses how Tradeshift moved from manual deployment processes to automation and what this means in terms of organizational scalability, technology, transparency, and culture.
Glen Ford discusses how Zeebox applies and refines Lean: methods, experiments, discovery and feature teams, cultural challenges, innovation, etc.
Nellwyn Thomas discusses how Etsy is using A/B testing, how Etsy's data-driven culture has evolved over time and how continuous delivery and big data can coexist.
Linda Rising challenges organizational myths like "it's enough to have smart people" or "just have a transition plan and explain it" and it will work out, introducing and sustaining new ideas.
Martin Thompson focuses on the evolution of Java and how it contrasts to C/C++, covering the cultural challenges of pushing the limits of performance and how to collaborate with industry experts and organize teams, which often stands at odds with the culture in many organisations.
Lance Walton shares the experience of a small team building a trading platform in 6 weeks in Scala and Lift while fighting against an opposing organizational culture.
Tony Bruce proposes an approach to change based on techniques such as Finding the bright spots, Shrinking the change, Tweaking the environment, and suggests how to deal with objections.
Erik Hinton discusses the successes and failures of making a cultural shift in the newsroom at NYT to accept Haskell and some of the projects Haskell has been used for.