Richard Weissel advises Agile organizations to spend some time understanding what it is that makes the classroom environment a classic example of collaborative working based on trust and respect.
Pete Cohen and Chris Bignoux discuss how a new product owner should tackle Agile projects, exploring techniques for informing stakeholders and facilitating decision-making.
Luke Hohmann shows how Innovation Games have evolved into scalable multidimensional frameworks that are being used by agilists around the world to tackle various problems.
Sebastian von Conrad and James Ross explain how to use event sourcing in order to keep the cost of change lower.
Håkan Forss introduces Improvement Kata and Coaching Kata, as well as two core habits for transforming a Lean learning organization to improve a business.
Rob Scherer and Rob Alford discuss the Design Sprint process used by Google Ventures, some of the changes made to it and lessons learned along the way.
Lisa Frazier discusses how to adapt as a leader in different contexts by leveraging Agile methods, sharing lessons learnt from rural and urban Australia and experiences from Silicon Valley start-ups.
Ryan McKergow discusses how others have implemented scaled retrospectives, what worked and what didn’t work for his company, sharing tips on how to run scaled retrospectives and avoid wasting time.
Cameron Gough discusses Australia Post’s three phases of growth, the hurdles met, the solutions found, learnings, and the techniques that helped them grow, scale and change the organization.
Leonard Garvey and Louis Simoneau discuss how to decompose a monolith, architectural and integration patterns to avoid creating a monolith, and useful patterns and tools along the way.
Melissa Casey discusses how humans change, adapt, and innovate at work, why closed systems block change, and the impact of hierarchical structures on cultural change efforts.
Jeff Smith shares his experience bringing an Agile way of working to his own organization and to the greater IBM.