Margarette Purvis shares Food Bank’s kaizen journey of rethinking and improving operations by implementing small incremental improvements across the organization.
Renee Troughton and Craig Smith draw insights from Ramsay’s Kitchen Nightmares escapades, introducing a number of models and techniques that are indispensable to the coaching toolkit.
Adrian Fittolani introduces the Monte Carlo Simulation, an empirical mathematical method used to estimate project timelines.
Ben Ross discusses using the Objectives and Key Results framework and Lean startup to drive operational efficiency, and how the framework’s design improves organizational alignment and performance.
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.