Ian Dugmore and Jonathan Smart tell the story of Agile transformation across Barclays, what they have done and how they’ve done it, and the challenges bringing about culture change.
Steve McDonald and Mark Landeryou talk about the dangers of taking shortcuts when the going gets tough and the level of discipline required to get the most out of adopting Agile.
Glen Ford explains how Cargo Cults (imitation without understanding) are not only a danger in many facets of the industry, but can also be destructive when applied to changing a company's culture.
Sarah Lake Hagan explains what NorDNA is, how they introduced this concept to the Nordstrom Technology teams, and shows concrete examples of how the employees have embraced this culture.
Jas Chong shares a case study focusing on HR aspects in the transition including team transition, change of roles, team recruitment, iterative recruitment, knowledge transfer and structuring change.
Kimble Ngo talks about the individual and empathy, and how to bring change into an organization by starting with every person.
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.
Michael Sahota how to produce organizational change by inviting it and not forcing it and by using the Laloux Culture Model.
Bernd Schiffer discusses the importance of experiments to drive change, how to start doing experiments right away, and how to plan, execute, and learn from experiments.
Rhiannon Gaskell, Brett Wakeman, Rikki-Lee Vrankovich discuss how a hackathon sparked the change at Carsales AUS, followed by a number of initiatives that brought organizational agility.
Ben Straub discusses how automating communication tasks with chat robots can have a feedback effect on people and their culture, and how it can be applied to organizations.
Anthony Painter explores where and how old style institutions and organizations can make the transition to new forms of organizational power.