Jeff Smith shares his experience bringing an Agile way of working to his own organization and to the greater IBM.
Tony Grout and Chris Matts share stories from their several year multi-company journey towards scaled agile, showing how to look at Agile from an organizational perspective and not through tools.
Sandy Mamoli and David Mole share experiences from running self-selection team processes in large organizations and how to establish efficient teams in growing organizations.
Malgorzata Kusyk discusses the culture needed to embrace change and the skills and competences required from today’s project leaders to remain relevant in a continually changing world.
Katherine Kirk shares real life, practical steps and techniques that she's successfully used to help solve tough tech people issues with teams, executives and divisions.
Chris Young, who runs a live software system, discusses using Kanban metrics and practices with tools like Graphite and Grafana, and shows how the feedback helps businesses to make informed decisions.
Agustin Villena, and Manuel Cepeda discuss using Lean principles and Kanban tools to empower the Chilean government teams to embrace uncertainty and achieve/surpass defined objectives.
Gitte Klitgaard discusses the Impostor Syndrome – “you don’t belong here”, “you are not as smart as people think” –, and how to overcome it. *Warning: contains strong language*
Chris McDermott introduces systems and systems thinking, complex adaptive systems, and some Lean techniques that help develop more effective systems.
Eben Halford takes a look at what makes teams different from groups, the structures that enable teams, team motivation, intervention models and the role of social capital in facilitating teams.
Tobbe Gyllebring attempts to dispel some of the prevalent misconceptions about Lean by bringing it back to its roots based on reflective practice and learning.
Pawel Brodzinski tells the story of Lunar Logic's journey to distributed autonomy, authority and leadership across the organization, and what it takes to become an extreme self-managed organization.