Karl Scotland advises changing the perspective and using an experimental approach based on trial-and-error for organizations that want to evolve through learning.
Ben Ross considers that physical environments affects agile practices, exemplifying with MYOB’s transformation of a shopping center’s roof into the largest open space in Melbourne.
Jack Hubbard presents a case study of how is life at PropellerNet, explaining why Propellernet is officially the best small company to work for in the UK.
Pete Cohen introduces the Business Model Canvas, a shared visual language for describing and designing business models, helping teams to achieve their goals within the context of an overall vision.
Jutta Eckstein discusses how pedagogical patterns and corresponding tools can help individuals improve themselves, making them better mentors and therefore help their teams improve continuously.
Alex Baldwin explains the exercises used in the 5 phases of a Design Sprint: Build, Diverge, Converge, Prototype, and Test.
Josh Knowles shares thoughts on the strong engineering culture which has made the Pivotal Labs team successful, taking a look at how things have evolved over the past 20 years.
Sandy Mamoli explains how Trade Me is using Portfolio Kanban to reduce WIP by prioritizing projects, focusing on the important ones rather than urgent ones.
Jimmy Bogard takes a look at how Octopus enables continuous delivery and what it offers over standard tooling.
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.