Amber Case discusses cultural changes when switching from a team of 6 to one of 20 in a new 3,000 people organization.
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.
Tim Lister presents the advantages—and the dangers—of practicing risk management in an adult-like fashion, offering a process for tailoring an organization and discussing how an organization can grow up.
Gerry Kirk introduces the 7 levels of delegation by playing Delegation Poker, a game to make clear who’s responsible for what and on what level, useful to make decision making process explicit.
Alan Claypool discusses a methodology meant to bring coherence to an organization based on a strategic vision and clear focus on core values, over-communication and up-down accountability.
Torbjörn Gyllebring discusses the importance of organizational and personal mindset, and introduces the Rightshifting model which is meant to bring organizational effectiveness.
Alan Griffiths shares the organizational process, the technological challenges and the solutions adopted by a team developing a C++ systems component.
Theo Schlossnagle keynotes on the role of open source software and the breaking up of silos in the enterprise in creating scalable systems.
Jez Humble addresses the most important factors in implementing continuous delivery: organizational, architectural and process.
Traci Fenton believes that building an organization on freedom rather than fear unleashes a hidden potential, a premise for creating a world-class organization that can change the world for better.
Michael Feathers advices on creating an organizational process and culture that can enhance software development in a way that reduces technical debt.
Sam Hamilton discusses the technological, architectural and organizational changes an organization goes through in the process of upgrading its software stack without interrupting daily business.