Sandy Mamoli, 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.
Mike Amundsen discusses innovation and how the latest round of technical advances in APIs can be used to leverage growth and innovative thinking within teams, companies, and communities.
Roy Rapoport discusses the power of alignment (or lack thereof) using real-world examples, his experience introducing Python in production, and the organizational structures and culture within Netflix
Astrid Atkinson discusses approaches to making sure systems and organizations can support continuous innovation, from breaking systems into microservices to engineering for organizational resilience.
Sri Shivananda presents a case study on what it took to successfully separate PayPal’s technical infrastructure from eBay Inc. Sri shares key learnings applicable to engineers and developers.
Rob Pyne discusses the importance of the decision making process, providing guidance on how to make good decisions and examples of poorly made ones.
Margaret Morgan discusses adopting an Agile mindset which is not only about IT delivery but also to maximize productivity, quality and responsiveness to changing markets and priorities.
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.
Michael Sahota how to produce organizational change by inviting it and not forcing it and by using the Laloux Culture Model.