Sharon Robson discusses what it takes to make an enterprise transition to agility - not just adopting agile practices but bringing agility into the culture and mindset of Tatts Group in Australia. She talks about the transition plan, creating empowered, cross functional teams and how the whole organization is breaking down silos and adopting new ways of working together.
Renee discusses her experience with collaborative learning to help accelerate and make agile transformations stick in large organisations, the Agile Transformation Meta-Model which explores the multiple dimensions needed for effective agile adoption and the use and evolution of visual management tools
Jake Calabrese speaks about creating a culture and environment of antifragility - one in which the relationships and interactions between the people are strong and able to not just cope with external pressure but actually gain from disorder or from healthy conflicts. Teams need to agree on not just their social contracts but how they respond to violations and challenges.
Michael Hamman, Lyssa Adkins and Michael Spayd on Integral Agile and Coaching for Teams, Management and the Enterprise
Michael Hamman, Lyssa Adkins and Michael Spayd of the Agile Coaching Institute talk about Integral Agile and the personas of Agile Coach, Enterprise Agile Coach and Organisational Leader.
Em Campbell-Pretty shares her journey from being a business leader to an Agile Coach and early adopter of the Scaled Agile Framework, as well as how to best thaw middle management in organizations.
David Mole talks about implementing Spotify inspired squads and tribes at Trade Me, as well as the results of experiments in self-selection of teams and inspiration from the work of Daniel Pink.
Mik Kersten talks about current and future trends in ALM and the support for approaches like large scale Agile, DevOps, Docker, Big Data, functional languages and the Internet of Things.
Maek Levison discusses why Scrum alone is not enough for team and organisational change. The Scrum framework needs to be complimented by additional tools and practices in order to achieve lasting meaningful change. He provides examples of different practices which can be added in different contexts.
Bas Vodde and Craig Larman talk about Large Scale Scrum (LeSS), its origins, and the focus on simplicity, as well as the corresponding website and their new book "Large-Scale Scrum: More with LeSS”.
Dan Greening talks about agile teams as complex adaptive systems and identifies five "base patterns" which are necessary for sustainable agility in an organization. Three of these are team-level patterns, the other two are organization-level.
Linda Rising talks about her experiences visiting Menlo Innovations, exploring the reasons why the Joy, Inc culture works and what is special about the environment. She describes the way they do and do not apply practices from agile software development and how they have created a culture of continuous learning.
Sally Elatta talks about the Agility Health Check tool, with examples of where it has been used, the way teams and organisations can use the information collected and how the tool itself is evolving in response to market demand