Doug Kirkpatrick discusses self-management: creating an organization without bosses and titles, being agile and innovative, and creating strategic business advantages.
Steve Denning discusses the three laws that are key to sustaining business agility: the law of the customer, the law of the small team and the law of the network.
Edward Scotcher looks at the science of the choices people make and how to avoid the politics and power games that get in the way of ideas realization.
Alexandre Freire discusses what his team has learned through experiments, from the very fundamentals of what a team needs to be successful to Modern Agile engineering techniques.
Victor Hu covers the challenges, both technical and cultural, of building a data science team and capability in a large, global company.
Louise Elliott discusses why people tend to blame and punish others, the impact of self-blame, the unintended results from punishment, and the alternatives to punishment, which get real results.
Jim Plush discusses specific culture initiatives, team structures and management ideals that have worked for his team at CrowdStrike, their virtual team structure, the culture team and more.
Phil Haack discusses the secret ingredient to great teams and products, usually misnamed "soft" skills, and how they help teams be more effective, backing all of it with hard data.
Pedro Canahuati discusses some of the ways the Production Engineering (PE) team at Facebook has worked on building a collaborative culture between the software and operations teams.
Helen Lisowski introduces the body language field, explaining how to recognize some common behaviors and how to start using it every day.
Todd Charron explains how to avoid fear paralysis and turn it into action, creating a safe fearless environment.
Shaheen Akram discusses what diversity and inclusion are, and the challenges and benefits from having them.