Rob Scherer and Rob Alford discuss the Design Sprint process used by Google Ventures, some of the changes made to it and lessons learned along the way.
Nikhil Garg talks about the mental frameworks, processes and tools that allow Quora to strike a good balance and move fast sustainably, both in the short-term and in the long-term.
Yann Hamon makes the connection between innovation and agility. Innovation must be supported by Agile delivery capability, and, reversely, building up an Agile organization is an innovation journey.
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.
Todd Charron argues that for success it is necessary to go beyond a change of processes and tools, to change how people in an organization see themselves and their role in it.
Chris Matts discusses how to manage product mastery, how do we decide whether to use analysis or product management techniques, and what does an end-to-end process looks like.
Jean Louis Frechin discusses NeoObjects, a set of services, experiences, forms and practices which are meant to help evolve design and widen its scope of intervention.
Dave Farley discusses the problems raised by inefficient processes creating poor quality output, too late to capitalise on the expected business value, and proposes solutions to them.
Lynne Cazaly shares insight on how to start a high impact meeting or workshop, the process, the agenda, and the tools that can help facilitate such an event.
Amy Phillips explains how the core principles can be used to drive process change and how their team removed many of the delays and frustrations from their release process.
Anna Shipman explains how the GOV.UK team implemented the DevOps culture – the people, the process, and the technical details of what tools they use and how they are integrated.
Andy Carmichael shares the experiences of a team new to Scrum adopting a customized Kanban process that would allow changes that were kept only if they were confident they resulted in improvements.