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.
Jack Hubbard presents a case study of how is life at PropellerNet, explaining why Propellernet is officially the best small company to work for in the UK.
Barry O'Reilly discusses how to embrace a culture of continuous experimentation and learning, to adapt the organization’s design, and transform the business to an adaptable, resilient Lean Enterprise.
Evolving Culture and Values. Understanding the Tradeoffs. Growth through Failure. The Importance of Leadership and Open Communication.
Pedram Keyani discusses the importance of evolving the culture and values of an organization, dealing with tradeoffs, learning from failure, proper leadership and open communication.
Andrew Clay Shafer discusses how leadership and organizational learning can be used as a competitive advantage, covering various topics: Agile, DevOps, Lean Startup, Cynefin, Systems Thinking, etc.
Sarah Novotny discusses how leaders encourage and foster an environment that rewards learning while meeting business needs.
Steffan Surdek introduces key Tribal Leadership models for Scrum Masters, Project Managers, Development managers or anyone else interested in a better understanding the teams they are working with.
Ted Neward asks what defines the software iconoclast, what demarcates the “true” iconoclast from the mere pretender, and how can we use the characteristics of the iconoclast to change our world?
Francesco Cesarini shares business lessons learnt while growing Erlang Solutions from a one man band to a multinational company with 70 employees, offices in 3 countries, and clients on 5 continents.
Martin Harbolt discusses Agile leadership practices promoting self organized teams and finding the proper rhythm for completing Agile projects with success.
Roy Osherove discusses three maturity stages of a team and adjusting leadership accordingly, along with techniques meant to bring craftsmanship and maturity in a software development team.