NEW YORK CITY • FEBRUARY 23-24, 2017 • PRESENTED BY ICAGILE
Although business agility covers many variations in managerial practices, the site visits of the SD Learning Consortium revealed a striking convergence around three themes or “laws”:
The law of the customer: An obsession with delighting customers by continuously adding value for customers and users, as well as a recognition of the current need to generate instant, intimate, frictionless value at scale. As a result of globalization, deregulation, knowledge work and new technology, power in the marketplace has shifted from seller to buyer: the customer has now become the boss. This is more than an increased attention to customers: it is a fundamental shift in the goal of the organization—a veritable Copernican revolution in management.
The law of the small team: A presumption that in a volatile, complex, uncertain and ambiguous world, work needs to be descaled. Big difficult problems need to be disaggregated into small batches and performed by small cross-functional autonomous teams, working iteratively in short cycles in a state of flow, with fast feedback from customers and end-users.
The law of the network: A recognition that, to achieve full business agility, the whole organization needs to embrace the entrepreneurial mindset: the entire firm functions as an interactive network, not merely a top-down bureaucracy with a few teams implementing Agile tools and processes. In effect, Agile is not just for IT: it is a change in the way that the whole organization thinks, is led and managed. Continuous effort is needed to nurture and reinforce an Agile organizational culture, including everything from leadership, strategy and values to on-boarding, training, communications and personnel management.
Achieving continuous innovation is dependent on an entrepreneurial mindset pervading the organization. Where the management tools and processes of Agile, Lean or Kanban are implemented without the requisite mindset, few, if any, benefits were observed.
Pursuit of all three laws is key to sustaining business agility. Individually, none of the observed management practices are new. What is new and different is the way that the management goals, practices and values constitute a coherent and integrated approach to continuous innovation, driven by and lubricated with a pervasive entrepreneurial mindset.
Steve Denning writes a popular column for Forbes.com on issues related to business agility, innovation, leadership and management. Steve is the author of six business books including The Leader’s Guide To Radical Management (Jossey-Bass, 2010) and The Leader’s Guide to Storytelling: (Jossey-Bass, 2nd Edition 2011).
In 2016, Steve helped found the SD Learning Consortium, a nonprofit organization whose members are organizations committed to discover together the world’s most advanced Agile goals, principles and practices. The SDLC conducts site visits to its members, synthesizes what we have discovered together, and disseminates its discoveries globally: http://sdlearningconsortium.org/
Steve’s innovative work has been recognized world-wide:
Steve is the former Program Director, Knowledge Management at the World Bank. He now works with organizations in the U.S., Europe, Asia and Australia on leadership, innovation, radical management and organizational storytelling. His clients have included many Fortune 500 companies.
Steve was born and educated in Sydney, Australia. He studied law and psychology at Sydney University and worked as a lawyer in Sydney for several years. He did a postgraduate degree in law at Oxford University in the U.K. Steve then joined the World Bank where he worked for several decades in many capacities and held various management positions, was the director held various positions including Director of the Southern Africa Department from 1990 to 1994 and Director of the Africa Region from 1994 to 1996. From 1996 to 2000, Steve was the Program Director, Knowledge Management.
Its not enough to have teams do stand-ups, retrospectives, Agile planning, story carding and the host of other Agile practices that are meant to change culture and deliver results. A key success factor is how the organisation is structured. This case story will go through the why, what and how of a restructuring experience to turn around a 10,000 strong operational team of Sales Support people to an Agile way of working and deliver outstanding results of 30% cost reduction and 80% cycle time improvement. This presentation will walk through the why, what and how of the entire approach, sharing the good and gory experiences, the successes and the pitfalls.
Phil Abernathy is an inspiring Agile Leadership Coach who specialises in guiding organisations on their Agile transformation journey. His mission is to make every work place a happy, productive place. Over the past 2 years Phil has been instrumental in helping IBM change to an Agile way of working. He works with both IT and non IT teams to help them deliver outstanding results while increasing their employee engagement and customer satisfaction scores.
His passion is making a material difference to the top and bottom line of companies, by substantially lifting the capability of their Leaders. With 35 years of experience in blue chip companies all over the world, Phil is the owner and founder of Purple Candor (www.purplecandor.com), an Australian company focused on enabling leadership and organisational excellence using Agile as the way of working.
Many of us realized quickly that an agile I.T. project would have limited success if the rest of the organization were unwilling, or unable, to run along side as true partners. On the other hand, what does it mean for an entire organization to be agile? Clearly it can only have meaning for a specific organization; there can be no “standard definition.”
In this talk, Tim Lister will offer several ways for us to think about which parts of the organization might benefit the most from an agile strategy, and which parts of the organization would have little benefit and increased risk with an agile approach.
Tim Lister is a software consultant at the Atlantic Systems Guild, Inc., based in the New York office. He divides his time between consulting, teaching, and writing. Tim is a co-author with his Guild partners of Adrenalin Junkies and Template Zombies: Understanding Patterns of Project Behavior, (Dorset House, 2008), He, is also co-author with Tom DeMarco of Waltzing With Bears: Managing Risk on Software Projects (Dorset House, 2003.) Both books won Software Development magazine’s Jolt Award as General Computing Book of the Year, for 2003-2004, and 2008-2009. Tim and Tom are also co-authors of the classic Peopleware: Productive Projects and Teams, 3rd Edition (Addison Wesley, 2013) available in paperback and Kindle editions.
Tim is currently a member of the Cutter IT Trends Council, and is a Cutter Fellow. He is a member of the A.C.M and a Lifetime member of the I.E.E.E. He is a panelist for the American Arbitration Association, arbitrating disputes involving software and software services, and occasionally serves as an expert witness.
Join your peers to share, learn & discuss many of the complex and emerging topics around business agility. These are your questions and your solutions.
Got a question for a specific speaker or just want to go deeper into the topic? Join them for a small (facilitated) group discussion.
Just need to get away and think about what you’ve learned. The quiet room is the place for you. No conversations, just comfy chairs and some selected reading material.
The talk will explore the benefits of unleashing the power of organizational self-management. Examples of vanguard organizations willing to embrace the future of work are springing up everywhere, with breathtaking business results and humane, people-centered workplaces.
What you’ll take away:
Doug Kirkpatrick is an organizational change consultant with NuFocus Strategic Group, TEDx and keynote speaker, author, and educator.
The first season of his career was spent in the manufacturing sector principally with Morning Star, a world leader in the food industry. He now engages with Great Work Cultures, Work Revolution, The Center for Innovative Cultures and other vibrant organizations and leaders to co-create the future of management. In the last four years he has spoken about the future of work with audiences in China, Brazil, Poland, Mexico, Canada, Germany, Norway, Denmark, United Kingdom, Australia, New Zealand and throughout the United States.
Doug is the author of Beyond Empowerment: The Age of the Self-Managed organization, and a monthly contributor to the Huffington Post. He is a director at the Association for Talent Development (ATD), the world’s largest talent development association with over 40,000 members in 120 countries, and a Senior Professional in Human Resources (SPHR®).
What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
We will examine real case studies where they have created Lean and Agile workplaces. We will see how heavily dependent they are on new management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships. These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’.
Stephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Corporate and governmental organizations are facing an epic challenge: How to adapt to change more rapidly and create a more attractive workplace culture?
Michael DeAngelo and his team rose to this challenge in 2015 by introducing Scrum, Lean, and ultimately dissolving roles and hierarchy altogether with Holacracy in their department. A unique organizational blend was created: Holacracy, Lean and Scrum.
After a few months, Agile outside IT consultants Paul Takken and Joe Justice were invited by Washington State to observe and coach the Scrum teams applying Scrum, Lean, and Holacracy. During the presentation Paul and Michael will share their latest learnings, insides and will update you on this unique experiment: https://ocio.wa.gov/holacracy-blog
Michael DeAngelo is the Deputy CIO for the State of Washington responsible for providing strategic technology leadership for the State which spends about $2B per year on technology services. Michael is passionate about leveraging technology in innovative and exciting ways to solve complex business problems. Michael has been leading an agile transformation is the State including applying agile, SCRUM, and Kanban in a non-software context with agile contracting and self-organization. Recently, his work has been in transforming the government culture and systems to make government a relevant and competitive employer of top talent in the state.
Paul Takken is a passionate Agile Coach and Consultant at Xebia Consulting. Paul is specialized in creating future fit evolutionary teams and environments. He started his mission seven years ago, sparking the first Agile transition at the IT department from Rabobank Nederland.
Paul is currently working as Lead Agile Coaching for the Payments Tribe at ING Bank implementing a new way of working based on Agile elements like Scrum and Holacracy.
In the Europe and the US, Paul was Lead Agile Coach at TomTom’s World Class Software Program. For this purpose he connected in 2013 with Scrum in Hardware pioneer Joe Justice in order to add hardware to the World Class Agile Software Program. Since then, Joe and Paul work closely together on the worldwide development of Agile outside IT.
For example, Paul is coaching teams at Delft Tech University on applying Agile practices in cutting-edge engineering, like creating hydrogen racecars and exoskeletons “The Agile Way”. In order to embed Agile into the official curriculum of schools and universities, Paul is an active member of EduScrum. This foundation started more than four years ago in The Netherlands which now has similar initiatives in the US and Europe united in Agile in Education which was established in Orlando last summer.
How can your organization become truly agile? To do so requires an agile mindset, a flexible learning organization, and a flexible process that is easily tailored to meet your evolving situation. There is much advice about how to gain an agile mindset and how to grow a learning organization, but with the exception of the Disciplined Agile (DA) framework very little process advice is available that isn’t prescriptive or overly simplified. To complicate matters, if your organization is to be truly agile then your Information Technology (IT) must be fully agile beyond just software development. Houston, we have a problem.
The DA framework started out as Disciplined Agile Delivery (DAD). In 2014 it evolved to address the full range of IT concerns and now it is evolving again to address enterprise agility. The DA framework is based on empiricism, capturing pragmatic strategies from actual practice, from purposeful experiments, and from proven methodologies. Because every organization faces a unique situation these strategies are presented in a context-sensitive manner that is easily tailored, and then easily evolved, to meet your changing needs. Organizations are complex adaptive systems where teams must collaborate with, and learn from one another, to fulfill the goals of the overall organization. To do so requires flexible team structures and team processes, and the DA framework describes exactly that.
In this presentation, Scott Ambler, co-creator of the Disciplined Agile (DA) framework, will briefly walk us through the history and philosophies of the DA framework. More importantly, he will describe strategies at the enterprise level currently being applied in organizations around the world, strategies that are in “beta” for the enterprise agility evolution of the DA framework.
Scott W. Ambler is the Senior Consulting Partner of Scott Ambler + Associates, working with organizations around the world to help them to improve their software processes. He provides training, coaching, and mentoring in disciplined agile and lean strategies at both the project and organizational level. Scott is the founder of the Agile Modeling (AM), Agile Data (AD), Disciplined Agile (DA), and Enterprise Unified Process (EUP) methodologies. He is the (co-)author of several books, including Disciplined Agile Delivery, Refactoring Databases, Agile Modeling, Agile Database Techniques, The Object Primer 3rd Ed., and The Enterprise Unified Process. Scott blogs about DAD at DisciplinedAgileDelivery.com. Scott is also a Founding Member of the Disciplined Agile Consortium (DAC), the certification body for disciplined agile. He can be reached at scott [at] scottambler.com.
Bjarte Bogsnes has a long international career, both in Finance and HR. He is currently heading up the implementation of Beyond Budgeting at Statoil, Scandinavia’s largest company. Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT). He is a popular international business speaker and is the winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is also author of “Implementing Beyond Budgeting – Unlocking the Performance Potential”, where he writes about his implementation experiences. Statoil has recently opened up for Bjarte to undertake select external consulting work.
“Classic” agile implementations have generally been limited to technical product development groups. How much of “agile” can be transplanted into strategic planning and project management in a service environment with little project management expertise?
Five Acres is a 128 year old social services agency in Southern California. Over the past year, we embarked on a 4-year strategy refresh. The 2012 plan, also facilitated by Dan, had used a classic balanced scorecard framework. While the process engaged a number of employees up front, it resulted in too many performance measures, too many initiatives, and lack of ongoing participation by non-executive employees. The 2016 approach was a radical departure. We created only five agency-wide objectives (compared to 9 in the 2012 strategy) using the OKR (Objectives and Key Results) framework widely practiced in Silicon Valley. We then invited each of 16 teams to develop 1-3 of their own, based on a collaborative process within the team – rather than a top down cascade of goals. At the same time, we created an agile project management structure to ensure that project priorities are reviewed and rebalanced once a month in the light of emerging information. Rather than a static, top down plan, we’ve achieved a much higher level of ongoing engagement throughout the organization.
Dan is Founder and Managing Director of Agile Strategies. He has come to the world of agile with a diverse background in IT management, human resources, strategic planning, executive and team coaching, and performance measurement. His industry experience includes health care, technology, human services, higher education, natural products, utilities, government, financial services, social entrepreneurship, and construction. This diversity of perspective informs a holistic point of view on how culture, leadership, and work process impact customer value and financial performance.
He is an accomplished trainer and facilitator, and has led strategy courses in a number of locations in the U.S., Canada, and in the Middle East, and led the development of strategic plans for dozens of clients.
Prior to founding Agile Strategies, Dan was Vice President of Professional Services for the Balanced Scorecard Institute and led the company’s consulting practice. He is co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard (The Institute Press, Cary, NC, 2013). His previous professional consulting experience includes work with Accenture and Ernst & Young, as well as management positions in financial services, health care, and technology. Dan has an MBA from the University of Colorado, as well as a Masters in Psychology from Naropa University.
Dan and his wife Beth live in Boulder, Colorado, a center of business innovation and healthy lifestyles.
During the 20-minute presentation, Nick will share his experience as a former Navy Special Operations Officer (e.g., SEALs, EOD and Diving) serving as a coach for other Navy SPEC OPS leaders and how they demonstrated leadership agility. He will also focus on how leaders like Sally Jewel, former CEO of REI and now Secretary of the Interior, embraced leadership agility to help transform REI to a more agile organization. Nick will also share his experience working with Mark Nelson, President at Aramark, to sponsor a decade-long focus on leadership agility, to help create a more agile enterprise, resulting in Aramark’s placement on the Fortune 50 list.
Dr. Horney will reinforce the stories with leadership agility data gathered from several thousand leaders over a period of about 10 years. The primary purpose of the data is to demonstrate where the typical strengths and weaknesses are in developing leadership agility.
Dr. Horney founded Agility Consulting and Training in 2001and has been recognized for innovations in organizational and leadership agility which includes The AGILE Model®. He has been recognized as an expert in organizational agility by journals such as People & Strategy and CIO Magazine, books such as Rothwell, et. al’s Human Resource Transformation (2008) and organizations and professional associations such as the American Management Association, Project Management Institute, IBN International and Human Resource People and Strategy. Dr. Horney has recently presented at the Global PMI Conference and PMI’s PMO Symposium on the topics of Change Management, Talent Management and Organizational Agility.
Nick coauthored a book in 2015 entitled Focused, Fast and Flexible: Creating Agility Advantage in a VUCA World and coauthored two other books — Managing Change in Organizations published by the Project Management Institute and Project Change Management published by McGraw-Hill. He is currently working on a book that features a 10-year study of leadership agility with 1078 global leaders — Decoding Your Leadership Agility: Getting Fit for Continuous Course Corrections. He has been interviewed for various podcasts, magazines and journals (e.g., People & Strategy, The National Productivity Review, Training and Development Journal, CIO Magazine, enterpriseleadership.org., Bank Marketing Magazine, American Way–American Airlines In-flight Magazine, etc.) addressing leadership, agility and change management issues.
Dr. Horney’s first-hand knowledge of leadership, team and organizational agility was developed during his 23 years as a Navy Special Operations officer leading diving and explosive ordnance disposal teams, where team agility was a defining characteristic of success. Nick retired from the U.S. Navy reserves at the rank of Captain. He received his Ph.D. in Industrial/Organizational Psychology from the University of South Florida in 1984.
How do you create excited, engaged, happy, and effective teams? Start them off right by letting your engineers choose their own teams and projects! Through a proven technique called self-selection, Opower was able to turn a tribe of 40 engineers, many of whom were unexcited about continuing to work on the same old products, into six high-performing teams with engineers who were excited to embark on a new adventure, acquire new skills, and ship awesome code.
Amber King is a Senior Manager, leading the Agile Program Management team at Opower (recently acquired by Oracle), the global leader in cloud-based software for the utility industry. Amber works in product operations with hundreds of engineers, product managers and executives to effectively scale Opower and transition Oracle to agile development practices.
Previously, Amber drove the transition from waterfall to agile development at National Geographic and has been leading agile teams in a variety of industries for nearly 10 years. She began her career as a Software Engineer at IBM and is passionate about environmental sustainability and tailoring agile solutions to improve software quality and time to market. She is a Certified SAFe Agilist, Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), and Project Management Professional (PMP).
Amber has spoken at Lean+Agile DC (2014, 2015), Agile DC (2015), IBM Rational Development Conference (2007, 2011), and the IBM Early Tenure Conference (2009) on a wide range of topics including lean release planning, agile project management, database architecture and innovation for IBM Rational Clearquest, eradicating poverty in Africa, transitioning National Geographic to agile development and the digital age.
Transformations are like roller coaster rides – they are filled with thrilling highs and stomach dropping lows. The lows are those moments when reality bites, when strange and unexpected events occur. How do you work with leaders in these moments, often when the very low has been brought on by their decisions, language, or their behaviour? This is a story of such moment; of actions taken with respect, timing and optimism in mind so that the ultimate goal of business agility is reached. There are no new tools, ideas or gimmicks in this talk – just a warm-hearted story about influencing change in leaders.
Renee Troughton is one of the most experienced Enterprise Agile Transformation Coaches in the southern hemisphere with extensive experience working in small to large organisations across many sectors including finance, insurance, superannuation, government and telecommunications. The author of both ‘Agile Forest‘ and co-author of ‘Who is Agile Australia and New Zealand‘, she also contributes heavily to her blog at Agile Forest and co-chairs one of the worlds leading Agile Podcasts. Renee specialises in enterprise transformations, Kanban, scaled and non software development implementations of Agile.
The session will see Paul Cobban share his insights into the transformational journey DBS has taken to emerge as a more agile organization. A journey that has led to Making Banking Joyful for both – Customers and Employees of the 22000 employee organization. A 360-degree approach that is inspired by some of the best technology companies in the world and redefines the way the bank works today, to replicate a truly start-up environment.
Paul leads bankwide transformation programs that redefine Customers and Employees experiences by building a strong culture, reimagining future of work and driving Innovation across the bank. In addition, he leads core functions including OPEX, Lean IT deployment, procurement, real estate, risk management and the technology hub in Hyderabad, India for the bank.
Paul and his team’s work has been extensively applauded by HBR, MIT, NTU, SMU, Forrester and ISED and he holds advisory roles with FinTech Advisory council for the IIF, SMU’s FITA, IBF horizontal skills working committee and is on the Asian Banker’s list of leading practitioners.
Vistaprint transformed its software development teams to Agile, reducing release cycles from 18 months to 3 weeks. But Marketing had to move faster to match this pace. The bottlenecks seemed to be in the in-house advertising agency. Could Agile work for an advertising agency? Yes it could!
With a combination of in-depth training, embedded coaching, big visible boards, and a focus on the agile mindset, we reduced the lead time for the North American email team from eight weeks to nine days. The cycle time dropped from 15 days to four. Late night and weekend work disappeared. The on-time delivery rate soared and quality did not suffer. This approach is now being used to spread the Agile mindset (and best practices) to our managers, executives and European operations. Showing that Agile works well outside of software is providing the traction for an enterprise-wide transformation.
David Grabel is currently an Enterprise Agile Coach at Vistaprint, a Cimpress company. He is currently bringing Agile to marketing and the executive team at Vistaprint. David has introduced Scrum, Kanban, XP, and SAFe to organizations ranging from single team startups to organizations with over 500 teams. Previous clients include PayPal, Bose, and Trizetto. He is certified as CSM, CSP & SPC and is studying at the Greenleaf Center for Servant Leadership.
David is the treasurer of Agile New England and is a former president of the chapter. Previously, he was Vice President of Engineering at Monetrics, a startup that was acquired by JM Family Enterprises. Other previous senior management positions include Vice President of Product Technology at Thomson Gale and Vice President of Development at Politzer & Haney.
This presentation will share my learnings with you in the form of approaches and dimensions to accelerate business agility. We will examine a number of pitfalls that large organisations face, including;
To conclude, for the overall success of the enterprise it is of utmost importance to strike the right balance between business, organization and delivery agility. And though, in many enterprises, business agility is still a niche area, I believe that it’s going to be “The Next Big Wave”
My name is Venkateswaran NS; People do refer me as “Venkat”.
Venkateswaran NS is a Program Manager leading the EDGE Portfolio and Agile Change Program at Cisco Systems which is a global leader in enterprise network solutions for cloud-based and on-prem software for the enterprise network industry. Venkat works in engineering operations with several engineers, product managers and executives to effectively scale and transform Unified Communications Technology Group (UCTG) within Cisco to Agile development practices.
Venkat is a versatile, multi-talented, caring, fun & nature loving individual, who has solid global experience (both Agile & Waterfall) in defining and rolling out/delivering complex software projects/products, in the Digital Television – STB, Telecom – Enterprise Networking, Mobile Multimedia & consumer electronics domains in the IT Industry.
Previously, Venkat drove the transition from waterfall to agile development at Cisco Video Technologies, NXP Software, Philips and has been leading Agile teams in a variety of industries for nearly 7 years. He began his career as a Software Staff Engineer at Sony Corporation and is passionate about embedded technologies and tailoring agile solutions to improve software quality and time to market. He is a Certified SAFe Agilist, Certified Scrum Professional (CSP), Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO) and active member in several regional and international agile community gatherings.
Venkat has spoken at Agile India (2015, 2016), Discuss Agile (2015), and many Conferences within Cisco on a wide range of topics including organization transformation, agile development framework, lean release planning, self-formation models, agile project management etc…
An avid believer of agile, I trust agility is part of nature and that’s why I am very much excited to practice agile and i believe that the agile attitude can change the world (to start with I, your team, workplace, organization, families, communities, the WORLD ….)
Join your peers to share, learn & discuss many of the complex and emerging topics around business agility. These are your questions and your solutions.
Got a question for a specific speaker or just want to go deeper into the topic? Join them for a small (facilitated) group discussion.
Just need to get away and think about what you’ve learned. The quiet room is the place for you. No conversations, just comfy chairs and some selected reading material.
When faced with the prospect of participating in an Agile transformation, many marketers react with skepticism and apprehension. The jargon around Agile, combined with its well known history as an approach to creating software, makes it seem foreign and/or irrelevant to their day-to-day work. To overcome these hesitations, it’s crucial that we don’t try to shoehorn marketing into agility, or vice versa. Instead, the two need to co-evolve.
Andrea will share her own experience with this type of agile adoption within her marketing team, which tried multiple methodologies and tools in its quest to simply find what worked Hopefully the story of this common sense journey can help other marketers ditch their doubt and join the agile marketing revolution.
Andrea is an agile marketing evangelist and content strategist who spends way too much time thinking about things like backlogs and WIP limits. Her passion for the Agile movement led her to the position of Editor in Chief for TheAgileMarketer.net, where she writes, edits, and shepherds an emerging agile marketing community. In her previous role as the Content Marketing Manager for SurveyGizmo and MarketerGizmo, Andrea drove the agile transformation of the marketing department. She recently founded Fox Content, a full-service content consulting firm that uses Agile principles to power content strategy and execution for its clients. Her writings on Agile Marketing can be found on some of the best marketing sites in the world, including The Content Marketing Institute, MarketingProfs, Convince and Convert, Kapost’s Marketeer, Workfront’s Talking Work Blog, DigitalMarketer.com, and more. Andrea received her master’s degree from Oxford University, a bachelor’s from Austin College, and is a research-driven student at heart.
As our world becomes increasingly volatile, unpredictable and overwhelming, imagine the possibilities if we can develop the capabilities to quickly and easily adapt to changing business conditions and create change to outpace competitors and increase our personal value proposition and potential. We fearlessly welcome challenges with confidence and inspire (and empower) our teams to do the same—knowing that we will learn from whatever future challenges emerge.
This Adaptive Leadership and Value Innovation Accelerator session explores the leadership principles, practices and skills necessary to create a culture of adaptability, create deep personal awareness and accountability and develop personal links with every employee and business partner; master learning agility to fundamentally reshape ourselves and our organizations faster than the speed of change.
We’ll share a practical adaptive leadership framework and practice map that begins with deepening awareness and rapidly iterates to discovery and crafting thought experiments to accelerate learning thru creating, reflecting, generating new knowledge and practicing a new, adaptive way of leading.
Takeaways will include the framework and practice maps as well as deepened awareness of how to develop skills leading to increased:
Pat Reed is an entrepreneur and experienced Enterprise Agile executive, coach, transformational leader and trainer with proven success leading large scale organizational change, addressing agile accounting and capitalization solutions, removing large scale agile transformation blockers and developing world class Business Agility and Adaptive Leadership processes and practices. Pat has deep domain expertise in enterprise Value Innovation, Agile Accounting, Agile PMO, Portfolio Management, Dev Ops, Sustainable Transformational Change, Compliance, Performance Management and Adaptive career processes and practices. Pat excels in leveraging cutting edge technology, delivery and adaptive leadership methods to solve ‘impossible’ business and organizational problems with impressive results across a wide range of industries including her work as Executive Director for 15 years at the Walt Disney Company, 5 years at Universal Studios / GE and 8 years at Gap Inc and as over the past 5 years as Co-Founder and Principal Consultant at iHoriz Inc. deliverying transformational coaching and training throughout the world.
Pat is passionate about creating healthy, high performing and learning teams. She designed, co-created and currently teaches courses in Leading Enterprise Agile Transformations and Agile Management Mastery in the Agile Management Certificate program for UC Berkeley extension and has over 30 years of experience in teaching technical and business process improvement at the undergraduate, graduate and extension level as an adjunct professor.
“According to a recent study by Innosight, the tenure of companies on the S&P 500 index is shrinking at a rapid rate. The study projects that about half of the current companies in the index will be replaced in the next ten years.” In this era of accelerated change, large corporations have to make innovation the core of their corporate DNA to thrive or even survive and disprove the conventional thinking that innovation is only the birthright of the start-ups.
However, obtaining innovation agility (starting and scaling organic innovation initiatives) in a large corporation are tricky and most don’t produce the anticipated benefits. Analysis of these failures reveals many reasons, but two primary ‘suspects’ often manifest themselves are failure to nurture the culture of intrapreneurship to create an environment conducive to innovation and inability and inability to establish business model alignment to maximize the true benefits of innovation agility.
The speaker, through various Net Objectives consulting engagement, and personally leading incubation projects at BMC Software, has experienced that designing and executing innovation programs with a maniacal focus on preventing these ‘suspects’ from crawling in, significantly advance the innovation agility and boosts the output these programs. Let’s explore these further during the talk and in the conference.
Iqbal Singh is Exec Director, enterprise software strategy and delivery practices and Sr. Enterprise Consultant at Net Objective. Iqbal has a track record of building and leading Lean-Agile organizations to accelerate value delivery via enterprise software. Iqbal played a key role in BMC Software’s landmark transformation to Agile. Since then Iqbal has leveraged those principles in successfully managing enterprise software product lines driving software strategy, product management, and delivery. He has 20+ years of experience in IT Systems Management, Big-Data, Cloud, Analytics, SaaS, CRM, and ERP. His accomplishments as technology executive include applying Lean-Agile principles to innovate a new solution, turning around existing product lines with organic innovation, M&A and process innovation.
Iqbal has a passion for creating organization alignment and cultivating the culture of intrapreneurship to for product and process innovation to accelerate value delivery. As a coach, he is sharing his experience and assisting in large scale agile transformations.
People are the heart & soul of Agile. Let’s turn your Human Resources into Agile People Operations to boost your enterprise agility.
“#1 trend 2016: HR embraces agile” | HR Trend Institute
“HR drives the agile organization” | HRO Today
Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
We will talk about how to turn your Human Resources into Agile People Operations and boost your agility. We will share stories and examples of Agile HR practices and their implications and impact.
Fabiola Eyholzer is an Expert and Thought Leader in Lean | Agile People Operations – the 21st century HR approach – and CEO of Just Leading Solutions LLC, a New York based consultancy for Agile HR.
As trusted advisor she helps national and international key players in various industries to accelerate their agile transformation by focusing on their crucial asset: their people. Her expertise builds on 20 years in Management Consulting with 15+ years in Human Resources with key expertise in Compensation & Performance Management and 5+ years thereof in Agile HR.
There are plenty of talks on how to create happy employees, this isn’t one of them. Here’s how to KEEP them. This talk exposes you to a field tested model of employee recognition that keeps your happy team happy. Chip Loving and Jason Hall, creators of [email protected] will explore the disconnect between traditional bonus/profit share and organizational contribution. We’ll discuss what led us to this model, go into the underpinnings of how it really works, and show the greater connection it’s had to maintaining a happy work environment for our employees.
I am a business transformation professional with 15 years’ corporate experience in Agile, strategic consulting, executive leadership, and process operations. I am passionate about building high-performing teams and proven track record with executives, middle managers, software development and operations. I am an expert relationship builder and facilitator, comfortable leading in ambiguous situations, and have demonstrated ability to: apply integrative thinking, produce detailed planning and multifaceted communication, deliver individual and team/Enterprise coaching, create and facilitate experiential learning.
I’m a pragmatic Enterprise and Team coach, with a niche in product ownership. I started in the government sector as a product owner and got to see first hand the challenges, patience required, and eventual benefits of Agile delivery through a soup-to-nuts transformation effort. Aside from coaching, I teach foundational Agile courses, facilitate Enterprise Value team formations, speak on Organizational Management theory, and lead team and user story jumpstarts. I have practical experience in the following markets: Commercial, DoD, Federal Aviation Administration, non-profits, Environmental Protection Agency, Department of Homeland Security, NASA, Center for Disease Control.
The role of HR in creating an agile organisation is not just to implement controls and standards but rather, to drive programs that create adaptability, innovation, collaboration and speed. To help clients transform themselves, HR as a function also needs to transform; adopting an Agile mindset and understanding of Agile principles and practices is critical to HR’s ability to support clients to develop rapid and flexible response to change.
Isabella Serg is a Talent Advisor at IBM in New York. She is helping to coach and develop agile leadership within IBM’s Chief Information Office and to attract, develop and retain great talent to IBM.
Isabella spent the first part of her career working in Australia in financial services. She has experience in the management of succession planning, workforce planning, diversity and internship programs and organizational design using agile methodologies to address skills gaps, improve effectiveness and drive the management of high and poor performance across an organization.
Fearless change is about making a difference. In 2002 Todd happened upon an opportunity to make a difference. He met Alistair Cockburn at a conference and learned that Alistair had plans to start an Agile Development Conference. During the conversation, Todd and Alistair came to the realization that this wasn’t just another conference, this was about building a community and changing the world of work.
Todd had some experience running internal conferences at his company and he and Alistair teamed up to deliver the first conference run by the Agile Alliance. The challenges were significant including multiple stakeholders with different objectives. There was a lot of enthusiasm, but the stakeholders had not had not run a conference of this scale. There was also a lot of uncertainty, and that uncertainty created significant tension. Todd leveraged his experience running an internal conference to bring the stakeholders together towards a unified purpose.
That first conference was a huge success doing a bit better than break even financially, but creating a significant buzz and positive experience setting the path for the future. Todd ran the conference for the next 3 years growing the event from 275 attendees to over 1100. Now, 15 years later, the event sells out at 2500 and the agile movement is changing the world of work.
Todd Little is Vice President of Product Development for IHS, a leading global provider of information, analytics, and expertise. He has been involved in most aspects of software development with a focus on commercial software applications for oil and gas exploration and production.
He is a co-author of the Declaration of Interdependence for Agile Leadership and a founding member and past President of the Agile Leadership Network. He has served on the Board of Directors of both the Agile Alliance and the Agile Leadership Network.
Todd is a co-author of the book “Stand Back and Deliver: Accelerating Business Agility,” Addison Wesley. Todd has written several articles for IEEE Software and posts all his publications and presentations on his website www.toddlittleweb.com.
Reorganizations are notorious for being “a wonderful method for creating the illusion of progress while producing confusion, inefficiency, and demoralization” (credit to Charlton Ogburn). Yet in many cases they are necessary to create the cross-functional, self-organizing teams that succeed the most with the agile mindset. Because reorgs are so painful, many teams and organizations are reluctant to look at team structure at all, and the agile journey is over before it even begins. The result? Organizations and teams are siloed, hierarchical, and process-heavy. If an organization is structured right, it can create fertile ground for a truly agile enterprise. This talk will outline how to approach reorgs for agile teams and minimize the pain using change management techniques.
Katy Saulpaugh is an expert agile practitioner who has implemented culture and technology change strategies at all scales for private, public and nonprofit clients in the US and Europe. She specializes in agile coaching and facilitation, and has enabled clients to become more agile at the team and organization level. She has also developed solutions to drive adoption for IT and knowledge management projects using online communications, instruction design, and employee engagement approaches.
What is confidence and how do you know you have it? While confidence is partly influenced by genetics, it is not a fixed psychological state. However, you won’t discover it thinking positive thoughts or by simply squaring your shoulders and faking it. It requires work and choices: less focus on people pleasing and perfectionism and more action, risk taking and fast failures. This is why it can seem harder for women because these behaviors aren’t typically the ‘norm’ for women but generally come naturally for men.
In this talk we will explore the roots of confidence and the gender gap between men and women. To ground the learnings, we will also hear interview summaries from four great and diverse women in agile: Lyssa Adkins, Esther Derby, Ellen Grove, and Kat Conner
This talk is inspired by the book ‘The Confidence Code’ by Katty Kay and Claire Shipman.
Kelly is a passionate agilest focusing on helping teams and organizations discover how to maximize the value they get from applying and scaling Agile principles. She is a pragmatist who excels at applying Agile in ways that work in current environment while working to change the environment to support greater agility that can scale. Kelly is also an experienced facilitator and trainer. She enjoys designing and facilitating experiential workshops and seeing students light up with “Ah ha moments.” Kelly is a great communicator and works well at all levels of organizations.
Kelly spent 5 years doing large scale agile transformation at Capital One. She recently joined Lexis Nexis as the Lead Lean Agile Coach helping the company implement Agile at Scale in pragmatic way.
An open event to discuss business agility without any formal agenda, beyond the overall purpose or theme. Our purpose is simple and important, to answer the question: “How do I do this?” This is your opportunity to begin the transition back to your world, using the material from the conference. Join us to co-create the agenda that matters to you and PREPARE TO BE SURPRISED!
An unrivaled New York City experience in the most desirable location in Times Square! Set in the Theater District and a block from Times Square, this modern, 49-story hotel is topped by a revolving restaurant. It’s a 4-minute walk from the 42nd Street/Times Square subway station.
1535 Broadway, New York, NY 10036
Accommodation for the Conference
SOLD OUT. Please contact the hotel for current room rates.
Airport & Arrival Information
New York/JF Kennedy – JFK
New York/La Guardia – LGA
Newark – EWR
We are happy to answer any Conference-related questions you may have.
Expected response times between 24 – 48 business hours. Thank you.