Stephen Parry discusses the importance of organizational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Steve Denning discusses the three laws that are key to sustaining business agility: the law of the customer, the law of the small team and the law of the network.
Tim Lister discusses which departments of an organization can have much benefit from Agile and which will benefit a little or have an increased risk if using Agile.
Phil Abernathy discusses why Agile practices are not enough, detailing why and how to restructure an organization to make it successful.
Pedro Canahuati discusses some of the ways the Production Engineering (PE) team at Facebook has worked on building a collaborative culture between the software and operations teams.
Jake Zukowski talks about the constructive negotiation, pairing inclusivity and the decisive mindset to help diverse teams deliver quickly while still leveraging their strengths.
Dean Latchana introduces Teal organizations, who possess the qualities of self-management, wholeness, purpose and business agility, explaining how they succeed and how to adopt their approach.
Opal Perry talks about how Allstate is building new applications that are evolutions of their core business, and modernizing decades of legacy investment.
Alexander Grosse discusses the principles behind building successful organizations that are growing with examples from SoundCloud and Twitter.
Håkan Forss introduces Improvement Kata and Coaching Kata, as well as two core habits for transforming a Lean learning organization to improve a business.
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.
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.