Sandy Mamoli, David Mole share experiences from running self-selection team processes in large organizations and how to establish efficient teams in growing organizations.
Dean Leffingwell describes the values, principles and practices of the Scaled Agile Framework, how it is delivering faster time-to-market, more engagement, higher quality, and increased productivity.
Rob Pyne discusses the importance of the decision making process, providing guidance on how to make good decisions and examples of poorly made ones.
Ian Kelsall and Keith Dodds discuss why complexity trumps determinism in the modern enterprise, explaining why it is essential to have a a fundamental change in leadership mindset.
May Xu discusses the benefits and challenges of using DevOps in the enterprise and how to adopt it, covering business value discovery, people, principles, practices, the environment and metrics.
Mike Breeze and Ma Qiang share the story of a distributed team and its Agile transformation, placing individuals and interactions over processes and tools and avoiding the dark side of Agile.
James Ross discusses what concept maps are, how to construct one, what to do and what to avoid when creating one, and how to help a team build a shared mental model depicted in a concept map.
Anders Ivarsson discusses how teams are autonomous at Spotify, how they are organized in squads, chapters, tribes and guilds, and how management and leadership works in their company.
Erwin van der Koogh discusses the habits that seem to stand behind successful organizations, Agile or not: simplicity, trust, cross-functional, autonomy, open, mastery, and customer focus.
Stuart Bargon discusses how to “descale” an organization, removing the extra weight and making it agile, showcasing the transformation of one of the oldest Australian public institutions.
Angela Ferguson explains why the physical environment is important to a successful Agile team and it can create both engagement and productivity among teams and individuals.
Ben Gracewood explains how to grow a SaaS Product Engineering Team from 8 to 80 (and beyond) while driving simplicity by actively shedding rules and regulations.