Daniel Seltzer discusses what intellectual skills are needed to be able to build and lead a successful group. These skills aren’t taught in school and don’t come from certification programs.
John Housego describes how W. L. Gore & Associates manages to maintain a global corporation without hierarchies, that keeps the bureaucracy as small as possible.
Keran McKenzie takes a look at internationally successful developer programs looking at what developers love and hate, to show how to create, deliver and maintain an API community.
Evelyn Tian shares stories from the transformation experiences of a manager becoming an agile leader.
Ross Dawson keynotes on innovation, the driving forces and factors catalyzing innovation in today’s rapidly evolving technological and social landscape.
Lee Cunningham discusses the primary concerns of different executive-level roles and explores ways to relate Agile principles and practices to the concerns of the executives in the organization.
Matt Barcomb discusses how leaders should evolve from "managing resources" to "designing systems", balancing authority with accountability and the issue of compensation plans based on performance.
Rob Cromwell talks about the evolution of Inkling's culture, and the many lessons learned in building "conscious" teams that work well together in the pursuit of technical excellence.
Lachlan Heasman discusses the difference between groups and teams, Poole’s model of team development, the social motivational factors within teams, and the complexity leadership model for teams.
David Joyce discusses how organizations can solve their super-ordinate problems through the use of the Vanguard Method.
Simon Morris presents his leadership principles: know when a team is dysfunctional, attack problem causes at all levels, make decisions by consensus, encourage responsibility and engagement.
Stephen Bungay keynotes on the importance of combining leadership with management and command in running a business.