Jason Little, Carlos Oliveira, April Jefferson discuss how to co-create change by involving the people affected by it in the design of the change, through theory and multiple real-world case studies.
Brie Rogers Lowery inspires those willing to change their businesses in spite of what feels like official stonewalling or apathy.
Paul Dolman-Darrall discusses incremental improvement: small changes headed towards the huge ambition of turning a whole company radical.
Karl Scotland advises changing the perspective and using an experimental approach based on trial-and-error for organizations that want to evolve through learning.
Matt Ballantine shares the approaches that have helped him to successfully deliver change in organizations by focusing on emotional reactions, stages of learning, old vs. new, peers influence.
Barry O'Reilly discusses how to embrace a culture of continuous experimentation and learning, to adapt the organization’s design, and transform the business to an adaptable, resilient Lean Enterprise.
Jaimee Newberry discusses finding ways to enable and inspire human development and achievement starting from experience-design principles with parallels in product iteration leading to life iteration.
Rachel Davies shares advice on how to dissolve barriers to adopting new working practices and get a team moving in the right direction.
Brian Degenhardt discusses lessons that Twitter learned managing a high rate of change and complexity, and how those can be applied anywhere.
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.
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.