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.
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.
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.
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.