Graham Dick takes a look at the role of the PM, challenging PMs to become active advocates for Agile by further developing facilitation skills and leading a revolution in their organization.
Anders Ivarsson discusses how teams are autonomous at Spotify, how they are organized in squads, chapters, tribes and guilds, and how management and leadership works in their company.
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.
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.