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.
Mark Cohen shares how Fairfax is using Lean and Agile to embrace disruption, and how free online news has undermined a very lucrative print news business, taking their classifieds markets.
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.
Anne-Marie Charrett advises developing a testing mindset and a tester skillset that helps testers embrace disruption instead of fighting it.
Jim Benson discusses what life has been like for him under canned processes and then provides a simple framework to help you create a great process that fits your organization.
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.
Glen Ford discusses how Zeebox applies and refines Lean: methods, experiments, discovery and feature teams, cultural challenges, innovation, etc.
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.
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.