Keynote
Keynote
Lean Kanban Inc.
Keynote
Keynote
Leading Edge Forum
Keynote
Keynote
Mindmill Network
Beyond IT
Beyond IT
Crisp AB
Beyond IT
Beyond IT
Zalando SE
Organizational Design
Organizational Design
Spotify
Business Matters
Business Matters
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
LEANability GmbH
AKT
Accredited Kanban Trainer
Organizational Design
Organizational Design
HSBC
Organizational Design
Organizational Design
Jagiellonian University
Workshop
Workshop
Thoughtworks
Kanban
Kanban
Optimizely
Kanban
Kanban
Optimizely
Business Matters
Business Matters
NetEnt
Beyond IT
Beyond IT
Kniff Projektagentur GbR
Kanban
Kanban
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
it-agile GmbH
Beyond IT
Beyond IT
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
Huge IO (UK & Ireland)
Kanban
Kanban
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
Berriprocess
German
German
Kanban
Kanban
KCP
Kanban Coaching Professional
The Consulting Guild GmbH
German
German
Kanban
Kanban
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
flow.hamburg
German
German
Kanban
Kanban
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
Freelancer
Kanban
Kanban
Pushwoosh
Kanban
Kanban
AKT
Accredited Kanban Trainer
Actineo Consulting LLP
Kanban
Kanban
AKT
Accredited Kanban Trainer
Bay Spark Ltd.
Kanban
Kanban
Kanbanize
Kanban
Kanban
Ocado Technology
Kanban
Kanban
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
TriTech Enterprise Systems Inc.
Beyond IT
Beyond IT
die kartenmacherei
Business Matters
Business Matters
AutoScout24
Business Matters
Business Matters
KCP
Kanban Coaching Professional
Loop Consultancy GmbH
Business Matters
Business Matters
German
German
OTTO (GmbH & Co KG)
Business Matters
Business Matters
German
German
REWE Digital
Workshop
Workshop
AKT
Accredited Kanban Trainer
KCP
Kanban Coaching Professional
Okaloa
Organizational Design
Organizational Design
KCP
Kanban Coaching Professional
Lunar Logic
German
German
Businees Matters
Businees Matters
OTTO Group
Workshop
Workshop
AKT
Accredited Kanban Trainer
coach und coach gmbh
Workshop
Workshop
coach und coach gmbh
Beyond IT
Beyond IT
ING
Business Matters
Business Matters
Spotify
Workshop
Workshop
Okaloa
Kanban
Kanban
ESPT
Enterprise Services Planning Trainer
eDream Odigeo
Kanban
Kanban
arvato Systems S4M
Beyond IT
Beyond IT
trivago
Information Event
Information Event
Lean Kanban Inc.
Who we are, and how strongly we are attached to our identity, affects core decisions and decides whether we survive in a complex, rapidly changing world. Businesses like people have identities.
Strategically, senior leaders need to be actively managing the identity of their businesses as a social entity. Simon Sinek told us that ''customer by your why'' and it's become popular to focus on ''why''.
''Why'' is important for success, but ''who'' determines survival. There are several strategies that leaders can take to actively manage identity and to lead identity change during the emergence of disruptive innovation or changes in other externalities.
This talk will help you understand your corporate social identity, how it affects your decision making, how it can lead to your extinction if not actively managed, and three approaches to managing identity to enable long term survival of a corporation.
David J. Anderson Chairman, Lean Kanban Inc.
David Anderson is a thought leader in managing effective teams. He leads a consulting, training and publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the pioneer of the Kanban Method, an approach to evolutionary to improvement, and Enterprise Services Planning, a system of management for modern businesses operating in complex environments.David is the author of three books, Kanban – Successful Evolutionary Change for your Technology Business; Lessons in Agile Management: On the Road to Kanban, and Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results.
Deng Xiaoping once described managing the economy as crossing the river by feeling the stones—in other words have a direction but be adaptive. But in a world of constant change, how do you determine the right thing to do? Which pebble to tread on? How do you understand where you’re going and where you need to go? How do you know if your strategy is right? Is there even such a thing?
Simon Wardley examines the issue of situational awareness and explains how it applies to technology. Using examples from government and the commercial world, he explores how you can map a complex environment, identify opportunities to exploit, what techniques to use and learn to play the game.
20x20 will not be announced in advance
Simon Wardley Advisor, Leading Edge Forum
Simon Wardley is a Researcher for Leading Edge Forum, a global research and thought leadership programme dedicated to helping large organizations reimagine their organizations and leadership for a technology-driven future. Simon is also lead practitioner for LEFs Wardley Maps Advisory service which helps client anticipate market and ecosystem developments so they know where to go and why.Simon’s focus is on strategic play both at an industrial and global level. He is the author of multiple reports including Clash of the Titans: Can China Dethrone Silicon Valley?, a pioneer in the use of topographical intelligence within business, a former executive and an advisory board member for several successful start-ups. He has twice been voted as one of the UK's top 50 most influential people in technology. Simon has spent the last 20 years defining future strategies for companies in the FMCG, Retail and Technology industries. He is a passionate advocate in the fields of strategic play, organizational structure, open source and leadership and is a regular presenter at conferences worldwide.
Digital technology has only begun to penetrate industries. Companies will need to launch even more digital initiatives to expand or build digital capabilities aimed at business efficiency or top-line revenue growth. Recent research from McKinsey shows companies that get digital transformation right win market share, and those that don’t actually have a negative ROI for their investments.
There are many challenging aspect of digital transformation. Emerging technologies will continue to overhaul business models, relevant talent will be scarce and managers will keep on struggling to operate with a disruptive mindset. In this talk, seven strategies to manage a journey through innovation and an outcomes-first approach will be presented - as well as tools for accelerating it all in an era of unprecedented and widespread transformation.
Marjaana Toiminen Senior Advisor & Co-Founder, Mindmill Network
Marjaana Toiminen is a dynamic and results-driven former Business Executive/Innovation Manager with an entrepreneurial flair and over 18 years’ management success in the media industry. She specialises in future scenario making, develops foresight reports for corporations, institutions and diverse communities, and demonstrates excellent workshop facilitation and presentation skills, strengthened by a strong background in innovation management and concept development. Leverages strategic thinking in solving complex problems and managing conflict and collaborates effectively with cross-functional teams and diverse stakeholders. She cultivates trusted working relationships and is committed to customer service excellence.
What happens when you apply Agile tools and Lean principles in marketing? Which parts are useful, and in what way? In this case study we will share lessons learned from applying Lean and Agile within Digital Marketing.
We will share how we used them to coordinate efforts across multiple teams , how we tripped, fell over, and finally found a recipe that worked for us.
Mattias Skarin Lean & Kanban Coach, Crisp AB
Sun Tzu once said that the ultimate responsibility of generalship is to maneuver into a position of success. My quest is to figure out how best to do just that in complex fast moving environments.I coach and train managers and teams across the value stream on how to use Lean and Agile tools to create and maintain a competitive edge. How do we use Agile to evolve areas outside IT, such as marketing, product management, has been a focus of mine for the last number of years.I’m the author of the book Real World Kanban and the co-author of Kanban and Scrum, making the most of both.
What happens when you apply Agile tools and Lean principles in marketing? Which parts are useful, and in what way? In this case study we will share lessons learned from applying Lean and Agile within Digital Marketing.
We will share how we used them to coordinate efforts across multiple teams , how we tripped, fell over, and finally found a recipe that worked for us.
Julia Kümmel Global Digital Communications Lead, Zalando SE
Senior Digital Strategist and Agile Practitioner particularly recognized for strategic and methodical acumen. Helping both marketing and creative teams to succeed with digital strategy and agile & lean methodologies. Focused on user-centered digital marketing and product development applying agile virtues e.g. by having rolled out Kanban at Zalando marketing. Facilitates digital transformation to drive incremental progress enhancing motivation and speed of the teams and to create award-winning products and campaigns.
In the Lean/Agile community we talk a lot about autonomy, empowerment and self-organization. While all this can be extremely valuable, any organization also needs sufficient alignment, in order to be successful. Individuals, teams and business units all must be pulling at the same thread. Projects, initiatives and resources must be organized in a way that supports the company‘s strategic goals. In this talk I will discuss the concept of organizational aligment share some ideas what can be done to increase alignment.
Arne Roock Dr. Rock, Spotify
Arne Roock (aka Dr. Rock) has a great deal of experience with Lean and Kanban in different contexts like start-ups, medium sized companies and international corporations. He is fascinated by Systems Thinking and loves to experiment with ideas from Ackoff, Drucker, Deming etc. Back in 2012, Arne has been rewarded with the Brickell Key Award for his engagement in the Lean/Kanban community.
In diesem Talk berichte ich von einer Agile Transition in die ca. 600 Leute involviert waren. Das erklärte Ziel war es, Time-to-Market von Initiativen zu verkürzen, damit man schneller auf Kundenbedürfnisse reagieren kann und somit die Business Agilität steigt. Um das zu erreichen, wurde eine Reorganisation durchgeführt. Alle Teams wurden crossfunktional aufgestellt, damit das notwendige Wissen für die Entwicklung im Team vollständig vorhanden ist. Zusätzlich wurden die Teams nach Produkten aufgestellt, um Abhängigkeiten zu entfernen. Visualisierung der Arbeit, Standup-Meetings und Retrospektiven machten die Agile Transition komplett - einzig die erwartete Verbesserung blieb aus. In dieser Session zeige ich, was wir getan haben, um die Situation doch noch zu verbessern und das Ziel “mehr Business Agilität” zu erreichen. Ich zeige auch, wie man eine Agile Transition in dieser Größenordnung angeht, damit man erst gar nicht in die missliche Lage kommt, keine Verbesserungen zu sehen. So viel sei vorab erwähnt: nicht auf Teamebene starten - das spart nicht nur Nerven sondern auch noch sehr viel Geld!
Klaus Leopold Managing Partner, LEANability GmbH
Dr. Klaus Leopold is computer scientist with many years of experience in helping organizations from different industries on their improvement journey with Lean and Kanban. He is co-author of the book 'Kanban in der IT' (in German, published by Hanser Verlag) and co-author of the English translation 'Kanban Change Leadership' (to be published at the end of 2014 by Wiley). Klaus is one of the first Lean Kanban trainers and Lean Kanban coaching worldwide and he is co-founder of the Limited WIP Society Austria and the Swiss Limited WIP Society and founding member of the management network Stoos. His main interest is evolutionary change leadership at the value stream level using the Kanban method.
Startup entrepreneurs didn’t invent agile or lean thinking. Both the principles and practices used by ''cutting-edge'' startups and innovative web shops came out of large corporations. And yet, I keep running into resistance when I’m training in multinationals. I'm told, ''That may work in your little startups, but our environment is too complex.'' So, after decades of working with small teams in greenfield startup projects, I took a project management job at the biggest, oldest, global company I could find, just to prove that the theory works even under complex conditions. I’ll be sharing my stories and experiences after almost a year of taking the lean principles I've used in startups into a world of distributed teams, annual performance reviews, conference calls, and acronyms. Some are funny; some are sad, but overall my findings will offer encouragement to people who punch a time clock and wear shoes to work.
Paul Klipp Agile Coach, HSBC
Paul is the founder of Lunar Logic and Kanbanery.com. He has been involved in encouraging, supporting, and participating in Polish agile communities for over a decade. He was an early adopter of the Kanban Method and is the only Accredited Kanban Trainer in Poland. He is currently working for the HSBC Service Delivery in Krakow.
Leadership has been famously defined as the capacity to translate vision into reality. In business, this can be achieved in a variety of ways. Some leaders believe in actively involving others in decision-making processes; other set out to use unilateral control, contingent rewards or sheer economic force. Finally, there are those that believe that in order for the vision to be realized, you don’t have to do anything.
Traditionally these three types of leadership have been labeled as democratic, autocratic and laissez-faire. At the outset of the WWII, in 1939, the effectiveness of these three types of leadership was put to the test by one of the most famous research programs in social psychology, orchestrated by Kurt Lewin and his colleagues. Since then, a certain consensus has been developing in organizational psychology. Although for simple tasks some levels of autocracy might work, for complex and knowledge-heavy tasks, democratic leadership has been deemed as better than both than autocratic and laissez faire, producing better group outcomes and less tensions. Laissez-faire, in particular, has been found to produce high levels of uncertainty, leading to greater aggression and conflict. Hence, non-leadership has been considered ineffective, unnoteworthy, and ultimately bound to be forgotten.
In practice, however, laissez-faire leadership has been quietly finding its way back to the business world. With recent developments in Holacracy, self-management, sociocracy and teal organizations, the idea of getting rid of clear leadership roles and responsibilities has been gaining popularity and acclaim. Is this new support for laissez-faire leadership bound to reproduce the already recognized challenges related to conflict, aggression and uncertainty avoidance?
In my research, I focus on how different leadership styles and decision making cultures are connected to how conflicts are resolved. Contrary to my initial beliefs, I found that laissez-faire leadership can be effective in building effective conflict resolution cultures. However, certain conditions need to be satisfied. Based on my studies, I argue that the performance and effective conflict resolution under non-leadership depends on three things: the reasons why laissez-faire leadership is employed, the beliefs held about the employees by the team introducing self-management and the level of managerial competencies among employees. In my presentation, I will show how these issues are addressed by different organizations, how they influence the effectiveness of conflict resolution and finally, what lessons stem for all organizations considering the employment of laissez-faire leadership.
Piotr Prokopowicz Assistant Professor, Jagiellonian University
Piotr Prokopowicz is an Assistant Professor of Organizational Behavior, speaker, author, and talent management consultant. He holds a PhD in sociology and MA in psychology, but don't let that scare you off - with his practical experience as a business owner, and a sharp focus on evidence-based practice he has been able to succeed in numerous enterprises that bridge the gap between research and implementation.Piotr's experiences range from researching competency supply and demand in one of the most competitive markets in Eastern Europe, to providing talks at international TEDx conferences and corporate events, to managing a gamification consulting company, to teaching Organizational Behavior at one of the most dynamic business schools in Germany, to developing strategy for the best university in Poland, to... leading a punk rock band. This unique mix enables him to explore new horizons, help people and organizations to reach new levels of performance, and ultimately, make a difference.Piotr is a prolific author and contributor. Recently, he authored “Evidence-Based Recruitment and Selection: 33 Rules of Effective Personnel Management,” in which he describes, with humor, how to use cutting-edge scientific research to increase organizational performance. Spoiler alert: the book includes pictures of lemurs, and believe it or not, somehow it all makes perfect sense.As a speaker, he engages audiences by educating them about leadership myths, talent acquisition, evidence-based management, self-improvement, and methods for building a smarter and happier workplace. An avid science popularizer and self-experimenter, he delivers memorable and motivating talks that always aim at striking the perfect balance between knowledge and entertainment.Fellow Member of Center for Evidence-Based Management, member of Society of Industrial and Organizational Psychology and European Association of Work and Organiaztional Psychology. As a trainer and consultant he helped more than 100 companies and organizations in building a smarter workplace.
20x20 will not be announced in advance
Wondering what NoEstimates means in practice, or why you would want to adopt NoEstimates?
Perhaps you’ve heard the buzz or read Vasco Duarte’s book. Maybe you simply want to understand how you can spend less time estimating and more time delivering working software—all while providing your customers with some understanding of predictability. If so, this group boardgame-based workshop will help you understand what and to what degree different factors influence delivery time.Join Matthew to learn how to move from upfront intuition-based estimates to create a data-based probabilistic forecast that provides a more reliable way to talk about when stuff will be done—and expend less effort to do so.Learn to forecast when things will be done -- with less effort and more accuracy!
Matt Philip Director of Learning and Development, Thoughtworks
Matt Philip is the Director of Learning and Development at ThoughtWorks. In his work as a coach, trainer, quality advocate and facilitator, Matt helps organizations and teams become fit for their purpose through continuous learning. He draws on lean and agile values, principles and practices (Kanban Method, XP, Scrum) to offer experience, models and options to customers and teammates. Matt is especially passionate about building learning organizations and the Kanban method and is one of the founding organizers of the Lean Kanban St. Louis meetup.
Optimizely has grown from a single product company, built by a handful of engineers and designers, to a multi-product company built by teams of engineers and designers. But its development processes didn't adapt fast enough to keep up with Optimizely's growth. Engineers had too many dependencies in flight, designers were added too late in the process to be effective, and the highest value work wasn't properly prioritized.
Join us to hear how we implemented ESP and the 7 kanban cadences to increase our velocity while decreasing our time to customer value across multiple products and delivery teams.
Jeff Zych Design Manager, Optimizely
Jeff is the Head of Design at Optimizely. He runs a team of Product Designers, UX Researchers, and UI Engineers, whose goal is to understand our customer’s problems, and design great solutions to those problems. Before joining Optimizely, he earned his Master’s degree at UC Berkeley’s School of Information, where he studied human-computer interaction, usability, and behavioral economics. He lives in San Francisco and enjoys playing tennis and music.
Optimizely has grown from a single product company, built by a handful of engineers and designers, to a multi-product company built by teams of engineers and designers. But its development processes didn't adapt fast enough to keep up with Optimizely's growth. Engineers had too many dependencies in flight, designers were added too late in the process to be effective, and the highest value work wasn't properly prioritized.
Join us to hear how we implemented ESP and the 7 kanban cadences to increase our velocity while decreasing our time to customer value across multiple products and delivery teams.
Keith Nottonson Development Director, Optimizely
I am interested in global systems, the real time interconnectivity of these systems, and the effect of these systems on individuals. I enjoy ever faster releases, shorter feedback loops, facilitating timeboxed gatherings, and guiding teams towards winning outcomes. I received my Certified ScrumMaster (CSM) from Ken Schwaber in 2005 and took the Kanban Coaching Professional Masterclass with David Anderson in 2016.
This is the NetEnt story of how we are moving towards our target condition of having self-driven employees taking wise decisions on their own.We’ve started working with clear WINGs (Widely Important NetEnt Goals) throughout the organization as well as establishing a room dedicated to visualizing all ongoing work. Enforcing WIP limits on a company level has led to discussions and a better understanding around how we prioritize our work and why things are important.
Åsa Bredin Chief Development Officer, NetEnt
Åsa Bredin is the Chief Development Officer at NetEnt, a large global online gaming provider. She has spent the last decade working in the games industry in various leadership roles. Prior to NetEnt she spent time as Engineering Director at King and prior to that Betsson where she spent 3 years in Asia setting up a Development Center. Åsa has also taken on board assignments in two startups to share her experience and network with people just starting their businesses. Lean and agile methods has been part of her way of working for the last ten years and forms a foundation for her leadership. With a long background in software delivery and a keen interest in technology, finding ways to continuously improve is her passion.
Imagine this: a bunch of crazy and nice people with a mission to create wonderful pictures in motion or in stills. High market dynamics, high complexity, chaos, fun.
This is a story about how team synergies and creativity are used to implement a lean kanban method. We visualized our workflow with the help of abstracted spaceships it’s a result of a transformation process.
In the beginning there was chaos, mistrust and intransparency.With the trust in the own resources, the power of the system intelligence and guidance of a coach - we transformed the company into a lean, purpose driven environment.
The talk will illustrate how we created that environment, how we use Kanban the Method and why a spaceship-metaphor makes us happy and successful in our business. Our lean method feels light! This talk is to inspire and to encourage you to work with the context, to use systems intelligence and and team synergies to make your lean environment feel light.
Roman Müller Agile Coach, Kniff Projektagentur GbR
Roman is a nimble coach who found his mission in helping people to help themselves. Driven by this passion he works as an Agile and Co-Active Coach - transforming teams and organizations into fulfilling and purpose driven enviroments. He started as a project manager in agencies - becoming a project manager in software development companies - and got in touch with agile methodologies. He's also teaching students the basics of project management in our complex world at the University of applied science ‚Hochschule der Medien‘.
Kanban first principle ''Start with what you do now'' and its first practice ''Visualize'' go hand in hand. Visualizing is the first step to learn about your work and the system wherein it is processed - how it arrives, how it flows through your system and delivered to the requester.
But all the learning isn’t worth anything, if you never start to manage the flow of work. Only by managing the flow of work and only then, you can cross the chasm and move from sustainable service delivery to service-oriented service delivery.
This talk will help you understand the importance of the third Kanban practice „Manage Flow“ and how to actually manage the flow of work and eventually provide a service your customer will call fit for purpose.
Wolfgang Wiedenroth Kanban Trainer & Coach, it-agile GmbH
Wolfgang works a consultant at it-agile. Wolfgang main focus lies on enabling clients to improve their business to more agility, while at the same time creating work environments where people love to work. Viewing situations in systems in combination with Lean thinking and the Kanban Method, Wolfgang helped lots of customers in improving the services including Software development, Operations, Marketing, HR, Hardware Development. As a trainer he often intertwine theory with his real-life Kanban experiences and introduce concepts with practical exercises.Wolfgang is co-founder of the Limited WIP Society Munich, host of the Limited WIP Society DACH group on XING. He also co-translated Mike Burrow's book 'Kanban from the Inside' into German.
20x20 will not be announced in advance
When considering how to use the Kanban method throughout the whole of your organisation, there are two key questions:
* how to start?
and
* how to scale?
Kanban already contains answers to these questions. _Start_ from where you are, without initially changing current processes, roles or responsibilities; see your work as a flow of value to your customers; and agree together to evolve the processes, responsibilities, policies and organisation, in order to make services more fit for the customers' purposes. _Scale_ by seeing your organisation as a network of interdependent services; scaling out sequentially one service at a time; designing each from first principles; and using management feedback loops on specific cadences, to balance demand with capability, and enable the organisation to service its customers' needs ever more effectively.
Such simple explanations hide the hard work, determination and leadership (at all levels) that is needed to achieve true and rapid transformation, as well as on-going continuous improvement. Thus the presentation will look both at the ''How-tos'', and at the experience of organisations on this journey, to learn what 'whole organisation Kanban' means and how it can be achieved.
Andy Carmichael Director and Principal Trainer, Huge IO (UK & Ireland)
Andy is a Kanban trainer (AKT), coach (KCP), and business builder who has been at the forefront of process change in organisations for many years. He has co-authored four books, including Essential Kanban Condensed (with David Anderson), the definitive short guide to the Kanban method.
Once understood that Kanban is a lot more than sticky notes on a white board a number of additional questions arise. Executives want to know whether and how Kanban can help to develop the agility of their organizations and their resilience in dynamic business environments. They want to see an improvement path rather than a single step initiative for introducing the six Kanban practices. Project, Service and Quality Managers, and teams need guidance on how to put the practices in place while maintaining the conformance to other organizational standards. Coaches look for most appropriate approaches to introducing change in organizations.
Where can we find answers to so diverse questions?
This talk will be focussed on two key points: what the Kanban Maturity Model brings to managers, teams and coaches, and how to use it for evolving organizations’ capability to meet their business purpose.
Teodora Bozheva Co-founder, Berriprocess
Teodora Bozheva (@tbozheva) has more than 20 years of experience in the field of software development. Working as a programmer and later as a project manager she acquired good knowledge about how to deal with customers and build software products that satisfy them. She has personally undergone all the challenges in meeting tough schedules and managing projects dependencies and limited resources. Teodora is passioned about helping traditional management companies to transition to flexible and efficient organizations, capable to thrive in dynamic work environments. With this aim in 2011 she founded Berriprocess. Teodora is Accredited Kanban Trainier and Certified Kanban Coaching Professional. She had also been a Certified CMMI Instructor for 15 years. Teodora is based in Bilbao, Spain.
In dieser Fallstudie zeigen wir den Weg, den mehrere international verteilte Teams von ''Wir tun was gerade notwendig ist'' zu ''wir kontrollieren den Fluss (der Arbeit)'' gegangen sind.
Anfang 2016 fingen mehrere Teams bei arvato systems mit einer Initiative zur Verbesserung ihrer Arbeitsweise an und entschieden sich für Kanban als Werkzeug zur Unterstützung bei dieser Aufgabe. Nach mehreren Iteration sowohl des System- als auch des Board-Designs haben wir heute eine Reihe von zusammenarbeitenden Services, die aktiv mit einem Blick auf den Fluss der Arbeit gemanaged werden.
In diesem Vortrag zeigen wir sowohl die Dinge, die wir ausprobiert haben, die nicht so gut funktioniert haben, als auch diejenigen, die sich entwickelt haben und die funktionieren.
Michael Mahlberg CEO, The Consulting Guild GmbH
Michael Mahlberg ist Consultant und Coach und betreibt sein eigenes Unternehmen für Methodenberatung in Köln. Als 'Early Adopter' agiler Methoden ist er aktiv in der 'Leanen' und Agilen Community. Er ist beispielsweise Mitgründer der Limited WIP Society Cologne, einer der Organisatoren des Coach Refelection Day Cologne und startete 2014 in Köln die Initiative zur 'Agilen Intervision'. Beruflich verwendet er heutzutage den Großteil seiner Zeit dazu, Kunden zwischen Startup und Konzern bei ihrer Suche nach effektiverer Arbeit zu unterstützen – meistens durch die Anwendung von Konzepten aus den Bereichen Lean und Agile.
As part of a wider SAFe initiative at the Berenberg private bank in Hamburg, the IT Operations department (consisting of appr. 80 people in 8 teams, providing the IT services backbone for about 800 people) initiated an agile / Kanban transition. In this talk, we will tell the unpolished story about how the Kanban implementation that started at the end of 2016 went, from both the external Kanban coaches' and the Berenberg Program Manager’s perspectives. The initiative is still ongoing. To date, a colorful mix of technical and non-technical teams within IT Operations have been partly or fully ''kanbanized''. Not all teams are alike! We will share the spectrum we had there, and the different characteristics and challenges present. We will use this example to illustrate how a Kanban transition is different from a ''classic'' agile transition eg. a Scrum adoption. As this implementation was part of a wider SAFe transition within the bank, we will also talk about touch points that we had (and that we had not), and how we aligned with the SAFe structure. As a successor to an Excel sheet, a portfolio-level board feeding into the teams’ systems has been established recently, and we’ll have more experiences to share there. So far, it has worked brilliantly as a catalyst for communication amongst the management team. In this talk, we will share our experiences in the form of a dialogue, covering the good, the bad, and the ugly. As a side note, you will also hear why we think ''Kanban is for IT-Ops only'' is really bullshit :)
Susanne Bartel Agile and Kanban Coach, flow.hamburg
Susanne is a freelancing Kanban coach and trainer. She lives with her family in Hamburg. Susanne works with teams, leaders, and organizations in and at their work systems. She is passionate about shaping people's working environments to the better, while increasing the effectiveness of the organization as a whole. As a Kanban coach she has learned to appreciate the evolutionary way of change, appreciating the human nature. As a trainer, she loves to spark the Kanban fire in people. Susanne has a strong information technology background, and enjoys working with clients in different industries today. She loves spending time with her family, playing nerdy board games, swimming, having time to read a good book, and traveling to Scandinavia.
Have you ever wondered who actually bothers with implementing all seven Kanban cadences? Beginning of this year, I was asked whether I had ever seen full implementation. I was able to confirm – I helped one of my clients implement all cadences
.But should YOU implement them? Probably! They make a lot of sense.
With the case study at hand, we will go through all cadences and explain in detail what‘s in it for the implementing organization. So after this talk, you will have a list of things you should think about concerning your very own Kanban implementation. And maybe ask yourself why you might not have thought about doing a larger scale risk review...
Florian Eisenberg Kanban Trainer and Coach, Freelancer
Florian is a self-employed coach focused on helping his customers achieve more. While originating from software development, he is now helping his customers mostly on a management level. He thinks that improving the system – especially the overall way of working together – is more helpful than agilizing standalone teams. Florian has been an Accredited Kanban Trainer and Kanban Coaching Professional since the early days. His love for Kanban originates in the homane approach of beginning with what you do now.
Arello Mobile and Pushwoosh are two sister companies based in Novosibirsk in Siberia, Russia. 3 years ago, the workplace was stressful and the days very long. Managers and clients were constantly fighting, while teams failed to meet delivery dates. We chose to pursue Kanban to address these challenges. Adoption at Arello was relatively easy and the maturity of the implementation is now quite deep. Pushwoosh has been another story. There was skepticism and resistance. This talk describes in detail what has been achieved at Arello, a mobile application development company of around 50 people, and contrasts it with the challenges at Pushwoosh, a push notification service with a similar number of staff. Both companies have the same owners and share some common staff and resources, however, cultural reaction to Kanban was very different. Some of the latest Kanban coaching concepts including use of the Kanban Maturity Model are now being applied at Pushwoosh. There are indications this measured and thoughtful approach is likely to succeed.
Katya Terekhova Project Manager, Pushwoosh
Katya Terekhova is a project manager at Arello Mobile in Novosibirsk, Russia. She has been experimenting with new ways of working over the past 3 years. She's been lucky to lead large projects with lots of autonomy to experiment and with talented people open to new ideas.Katya is an alumni of the Kanban Coaching Masterclass and Lean Kanban India Conference.
Most teams exploring Kanban never go beyond Proto-Kanban. Although this provides significant improvements, we ask ourselves, ''How can a full Kanban System evolve?''
When working at Ding.com, JP and Jose (and Andy de Vale) had that same question. The company had a wide education programme to introduce all its staff to Kanban. The next step was to encourage teams to drive their own improvements and support teams in their discovery of new ways of working.
Initially, teams struggled to decide what parts of Kanban would help them to improve. They were like a writer facing a blank page: blocked and anxious.
The coaching team created the Kanban Guide. With the Guide, teams were able to pull coaching support based on their ongoing needs, rather than the coaches pushing what to do next. This completely flipped the coaching relationship.
In this session, JP and Jose will introduce their case study and show how they used the Kanban Guide at Ding. We believe that this approach leads to healthier and deeper improvements to work environments, Kanban or otherwise. We want to validate this in other organisations.
Jose Casal Founder. Lean & Agile Coach and Trainer, Actineo Consulting LLP
Jose Casal is a Business Agility consultant and coach. Starting out as a software developer, Jose quickly realised that he loved helping others succeed using agile.He is intensely passionate about modern management methodologies focusing primarily on Lean Kanban, agile and strengths-based leadership. Jose is both a trainer and a student, striving to learn continuously and to help introduce or support the use of agile principles in companies. He has worked with large private and public sector organisations such as Ding.com, Vonage, Nexmo, The United Nations, The Scottish Government, Credit Suisse, Capita, Student Loans Company, NHS Choices, University of Kent and P&O Ferries.Jose is the Founder and Chair of the BCS Agile Methods Specialist Group in the UK,. He is also the chair of the London Lean Kanban Days (LLKD) and Playcamp London conferences. As an Accredited Kanban Trainer (AKT) Jose teaches certified Kanban as well as other courses in other areas of agility.
Most teams exploring Kanban never go beyond Proto-Kanban. Although this provides significant improvements, we ask ourselves, ''How can a full Kanban System evolve?''
When working at Ding.com, JP and Jose (and Andy de Vale) had that same question. The company had a wide education programme to introduce all its staff to Kanban. The next step was to encourage teams to drive their own improvements and support teams in their discovery of new ways of working.
Initially, teams struggled to decide what parts of Kanban would help them to improve. They were like a writer facing a blank page: blocked and anxious.
The coaching team created the Kanban Guide. With the Guide, teams were able to pull coaching support based on their ongoing needs, rather than the coaches pushing what to do next. This completely flipped the coaching relationship.
In this session, JP and Jose will introduce their case study and show how they used the Kanban Guide at Ding. We believe that this approach leads to healthier and deeper improvements to work environments, Kanban or otherwise. We want to validate this in other organisations.
Jean-Paul Bayley Lead Consultant, Bay Spark Ltd.
Jean-Paul Bayley is the Lead Consultant of Bay Spark Ltd., a firm specialising in business agility and organisational development.JP led the Agile Transformation at Kaplan International and oversaw the significant growth of the development team. He i s a committed people person and is passionate about the use of play and games at work. Colleagues say he is a 'competent, good-natured facilitator that efficiently enables cultural change in teams and organisations'.JP is a n organiser of the Playcamp London conference , an Accredited Kanban Trainer (AKT), an Innovation Games Certified Collaboration Instructor (CCI) and a Certified Trainer for 'Training from the BACK of the Room!'.
The way we manage knowledge work today differs from the way we managed knowledge work in the past. There has been a lot of progress, but have we gotten to a place where we could claim, that we know how to actually do it? Why are so many companies, big and small, going extinct at a rapid pace? How do we get faster so that we fight off competition? Do companies even know how much inefficient their value streams are?
These are all questions that need immediate attention in many organizations. The answer requires a holistic view of the business and a smart implementation of the Lean principles, so that we gain flexibility, resilience and economic competitive advantages.
This talk is a case study from two completely different companies that both transformed in unique ways. Maybe there is a pattern to be discovered? Is the name of this pattern Portfolio Kanban? Let's find out together...
Dimitar Karaivanov CEO, Kanbanize
Dimitar is a Lean-thinker and a Kanban practitioner with background in the areas of software development and process improvement. Through the success of his company, he has proven that Kanban can be used for product development and not just change management activities. He is passionate about achieving extreme performance at scale and applying Lean / Kanban outside IT.
Today, the Portfolio Wall at Ocado Technology is one of the most important tools we use to have global visibility and to aid collaboration across hundreds of people in 4 development centres. This is the place we go to, to talk about the products and when important decisions have to be made. This is the place to see the flow, learn, share and prioritise.
It took us a while to get there, but it was worth every step.
This is a story about the evolution of the Portfolio Wall, starting from scratch and lessons learnt on the way.
Anna Miedzianowska Head of Product, Ocado Technology
I’m Anna Miedzianowska (for English speakers pronounced: Mid-Ja-Noff-Ska). I am a product professional with 14 years of experience in software development and product management across different countries – Poland, Ireland and the UK. I am a strong advocate of user-centric approach and customer dialogue. I believe that providing a strong product vision, encouraging collaboration and motivating the teams are the key to success of the product.
Going agile in the government is easy to say and hard to do. Teams and individuals prefer to stay apart and work on their own for weeks or months at a time. Documentation can quickly become more important than working software. Addressing the demands brought on by a change in administration, policy, or executive direction requires teams and individuals to start working together in order to succeed in their overall mission.
This experience report will discuss the benefits, challenges, and outcomes when implementing Kanban in a traditional waterfall and silo working environment. Techniques for creating a continuous change towards an agile way of working will be shared. Performance data from a two year Kanban initiative at the Department of Labor will be reviewed and discussed. Participants will walk away with a clear understanding of how Kanban can break down silos, improve the agility of a traditional waterfall and silo focused organization, and noticeably improve performance.
Joey Spooner Accredited Kanban Trainer and Kanban Coaching Professional, TriTech Enterprise Systems Inc.
Joey Spooner is an Accredited Kanban Trainer and Kanban Coaching Professional at TriTech Enterprise Systems, Inc. In a 15 year career spanning the communications, insurance, higher education, non-profit, and government sectors, Joey has been a software developer, IT director, strategic analyst, and technical expert. He blogs at www.spoonstein.com and tweets as @spoonstein. Joey holds a Bachelors in Business Administration.
Poker is just a game - of luck. Isn’t it? Why are many very successful entrepreneurs fascinated by this game? What has poker to do with business? How are poker decisions made and how can we transform this approach to our work life?
For many years I have been a passionate poker player and constantly transfer my learnings from poker to business situations. Let me introduce you to my favorite insights and how a ''poker mindset'' can help you tackling difficult situations or decisions in your daily work.
Poker is just a game - of luck. Isn’t it? Why are many very successful entrepreneurs fascinated by this game? What has poker to do with business? How are poker decisions made and how can we transform this approach to our work life?
For many years I have been a passionate poker player and constantly transfer my learnings from poker to business situations. Let me introduce you to my favorite insights and how a ''poker mindset'' can help you tackling difficult situations or decisions in your daily work.
Who is this guy? And what the heck is Agile contracts? Let me walk through the basics of Agile contracts and procurement, and share why the people in Värmland (a Swedish county) have a hospital that just works.
How good are we at developing our employees? How flexible are we to change our organization according to business and people needs? Let’s look into some ideas how to avoid wasting our employee’s talents.
Tobias Kupke Head of Online Marketing & Business Intelligence, die kartenmacherei
Tobias Kupke is Head of Online Marketing & Business Intelligence at kartenmacherei, a leading supplier for personalized stationery in Europe. With an engineering background, he entered the internet world 6 years ago gaining experience at a highly VC-funded E-Commerce Company. Being a data guy in and out, he focused on Business Intelligence and Performance Marketing and worked as freelance consultant. With this experience, he actively shapes data-driven decision making at kartenmacherei - and is well known for his kite surfing excursions on the weekends.
AutoScout24 is working the Agile Way for 10 years now. On this journey we realized that delivering fast and reliable is worth nothing as long as you don't make any difference to your customers and your company. So we are not (only) optimizing on throughput and cycle time. Furthermore we are trying to optimize the impact we achieve.
One of our best tools is Kanban, implemented on all three flight levels. Our company wall starts with the strategy and KPI's of each of our cross functional units and ends with ''Measure Success'' and ''Impact Achieved''.
This talk covers our organizational setup, our processes and the learnings and traps we encountered so far.
Matthias Patzak Vice President IT, CTO, AutoScout24
Matthias loves doing tech. For 13 years now he is a strong believer in working the Agile Way to build successful companies. His passion is on traveling the world, setting up performing agile organizations and building cloud native systems . After 8 years working for AutoScout24 as Vice President IT he is currently founding his own business becoming a digital advisor to help others delivering more impact...
Computest is a fast growing company, currently with about 120 people, based in the Den Haag area, specialising on testing services and consultancy throughout the Netherlands. At the beginning of 2016 Computest started out on an ambitious mission. ‚Towards a self-managing organisation‘ as CEO Hartger Ruijs, 2017 entrepreneur of the year in the Den Haag area, pointed out in his first blog on the topic. (http://corporate-rebels.com/guest-blog-hartger-ruijs/) This mission was driven by:
The presentation shows how Computest followed its mission. What have been the key drivers so far? What kind of obstacles did the company meet and how did it deal with them? What are the biggest challenges for the future? By reviewing what we experimented with so far, I´ll address:
Siegfried Kaltenecker Managing Director, Loop Consultancy GmbH
Siegfried Kaltenecker is the joint managing director of Loop Consultancy GmbH, based in Vienna. As an expert in lean and agile change management, Sigi has already been involved with multiple companies such as bwin.party, eSailors, Magna, RWE, Swiss Federal Railways, and Thales Group. He authored the InfoQ book on Leading Self-Organising Teams, co-authored Kanban Change Leadership (Wiley) and is currently translating his latest book on Self-organising Enterprises (to be published end of 2017)
Bei OTTO haben wir 20+ agile Teams die wissen was für ihren Kontext am Besten ist.Aber zahlt das auch auf die Unternehmensstrategie ein? Wie schafft man es, dass die Teams sich nicht im Abhängigkeitsdschungel zu anderen Teams verlieren und auch außerhalb des eigenen Scopes denken. Und wie hängt die Strategie mit der Koordination von Themen und dem operativen Umsetzen zusammen?
In dieser Session versuchen wir genau diesen Fragen auf den Grund zu gehen.
Wir teilen Erkenntnisse wie wir es bei OTTO schaffen (wollen) ein übergreifendes Alignment herzustellen, um das Unternehmen als Ganzes voranzubringen.
Dabei geben wir Einsichten in die Einführung eines Koordinationsboards auf Level 2 Ebene, sowie aller Herausforderungen und Erfahrungen, die wir in unserem Bereich gesammelt haben- insbesondere mit dem Faktor Mensch.
Lars Lentfer Team Lead, OTTO (GmbH & Co KG)
Lars Lentfer ist Teamleiter in der technischen Produktentwicklung im e-Commerce bei OTTO. Neben seiner technischen Passion für Frontend Performance lebt er agiles Mindset und kooperative Führung. Er ist Mitinitiator des Level 2 Kanban Koordinationsboards und gibt Kanban Workshops. Vor OTTO war er Abteilungsleiter bei Goodgame Studios und zuständig für die weltweite Auslieferung und Performance der Landingpages sowie des Webshops. Als Developer war er unter anderem bei Xing im mobile Team, Wunderloop sowie Rapp Collins unterwegs.
Business-Agilität ist wie ein Rennen im Nebel.
Man sieht nur begrenzt was vor einem liegt. Man will nicht vom Gas gehen, da man nicht weiß, ob man überholt wird. Ist ein Richtungswechsel nötig, braucht man die Fähigkeiten dies zu erkennen und eine Richtungsanpassung zügig umzusetzen.
In dieser Session möchte ich darauf eingehen, wie wir uns diese Fähigkeiten bei REWE-Digital erarbeiten und erarbeitet haben. Wir zeigen wie wir es mit Kanban auf Koordinationsebene geschafft haben Gas zu geben und unsere Adaptionsgeschwindigkeit zu steigern. Ebenso wie wir es zukünftig schaffen wollen, ein unternehmungsweites Alignment herzustellen. Es werden Herausforderungen, Erkenntnisse und Niederlagen geteilt - insbesondere im Bereich des wertorientierten Scheidens von Buisinessinitiativen und dem Zug von Arbeit.
Daniel Schimera Tribe Master, REWE Digital
Daniel Schimera is working as Tribe Master in the Technology Department of REWE Digital. His domain is delivery in scaled product development and organisational development. His focus topics are self organization around value streams and cooperation transformation.
Okaloa Flowlab is a new, experiential, way of teaching and coaching 21 st century business agility that involves the entire organization. Rather than teaching a specific agile or lean method, it allows participants to explore the foundations of flow, self-organization and active learning that together form the corner stones of agile business.
On a tactical level, Okaloa Flowlab consists of a set of engaging business simulations that range from teaching business agility basics to advanced simulations that scale up to enterprise level (including upstream and cross-team). As the simulations are not targeted at a specific business domain or a specific function, experience shows that attending an Okaloa Flowlab workshop has a viral, mobilizing effect on all levels (including management) and across all functions (not just IT, but also HR, Marketing and communications, Finance, Legal, Product management, …).
On a more strategic level it allows participants to experience the difference between 20 th century old style linear, reductionist thinking about Agile (''either-or'', ''recipe'' thinking) and 21 st century integrative, systems thinking (''and'', ''context- sensitive'' thinking). Scrum, Kanban, SAFe, LeSS, Lean start-up, Sociocracy, Holacracy, … practitioners can all benefit from this new type of thinking as a way to more effective coaching. By setting aside any dogmatic discussions, it builds a common, deeper, understanding between practitioners of different lean and agile methods leading to change that is more resilient to setback.
Join this Okaloa Flowlab simulation to get a taste of a more integrative approach to teach and coach 21 st century business agility.
Patrick Steyaert Founder, Okaloa
Patrick Steyaert is founder of Okaloa. Patrick teaches, coaches and speaks about 21 st century business agility and setting in motion a new type of change that is more resilient to setbacks. Patrick is the co-creator of Okaloa Flowlab business simulations teaching the foundations of flow, self-organization and active learning as the corner stones of agile business. He is the Brickell Key Award Winner 2015 for outstanding contribution to the Kanban community with Discovery Kanban and is an LKU Accredited Kanban Trainer and Kanban Coaching Professional. He is a regular speaker at international conferences. Arlette Vercammen, co-founder of Okaloa, will be co-facilitating. Toghether with Patrick, she develops Okaloa Flowlab and is responsible for product design, marketing and operations.
Every year we hear about another novel approach to management: Holacracy, Teal, Sociocracy, and whatnot. Many proponents of these methods offer a view that their approach will become the mainstream, or even standard, way of managing organizations in foreseeable future. Should we embark on a journey of transforming our companies to one of these models? If so, which one is the way to go?
In this presentation, we’ll look beyond technicalities of each method and define common themes and underlying patterns. These themes and patterns are what in the first place enabled emergence of new approaches to management. They are also what fuels the changes we experience in novel workplace. In that course of discussion we will dive into the concepts of autonomy, transparency and alignment. We will cover different contexts of leadership. We will explore how the end game of organizational design may look like.
Only through understanding this bigger picture we are able to discern valuable parts from the snake oil. That, in turn, enables us to transform our organizations not by applying a method as a recipe but rather using it as inspiration to find the right approach in any given context. Ultimately, that’s what gives an organization an edge both in commercial context and, even more importantly, on a job market.
20x20 will not be announced in advance
Poker is just a game - of luck. Isn’t it? Why are many very successful entrepreneurs fascinated by this game? What has poker to do with business? How are poker decisions made and how can we transform this approach to our work life?
For many years I have been a passionate poker player and constantly transfer my learnings from poker to business situations. Let me introduce you to my favorite insights and how a ''poker mindset'' can help you tackling difficult situations or decisions in your daily work.
Who is this guy? And what the heck is Agile contracts? Let me walk through the basics of Agile contracts and procurement, and share why the people in Värmland (a Swedish county) have a hospital that just works.
How good are we at developing our employees? How flexible are we to change our organization according to business and people needs? Let’s look into some ideas how to avoid wasting our employee’s talents.
Pawel Brodzinski CEO, Lunar Logic
Pawel Brodzinski is a leader, a team builder and a change agent, but most of all he is an always experimenting practitioner trying to make his teams work better (and learn in the process). He has been a leader of the first Kanban implementation in software industry in Poland.He is a Brickell Key Award nominee and the first Pole to become a Kanban Coaching Professional. Pawel leads Lunar Logic, a web software shop in Poland where he practices of what he preaches. He blogs sharing his thoughts on broadly understood software project management at http://brodzinski.com. Pawel is passionate about building great teams, creating superb organizational culture and helping people to grow.
Bei OTTO haben wir 20+ agile Teams die wissen was für ihren Kontext am Besten ist.Aber zahlt das auch auf die Unternehmensstrategie ein? Wie schafft man es, dass die Teams sich nicht im Abhängigkeitsdschungel zu anderen Teams verlieren und auch außerhalb des eigenen Scopes denken. Und wie hängt die Strategie mit der Koordination von Themen und dem operativen Umsetzen zusammen?
In dieser Session versuchen wir genau diesen Fragen auf den Grund zu gehen.
Wir teilen Erkenntnisse wie wir es bei OTTO schaffen (wollen) ein übergreifendes Alignment herzustellen, um das Unternehmen als Ganzes voranzubringen.
Dabei geben wir Einsichten in die Einführung eines Koordinationsboards auf Level 2 Ebene, sowie aller Herausforderungen und Erfahrungen, die wir in unserem Bereich gesammelt haben- insbesondere mit dem Faktor Mensch.
Kathrin Schroeder Agile Coach, OTTO Group
Kathrin ist Agile Coach im Agile Center der OTTO Group. Ihre Leidenschaft ist es in Trainings und Workshops Agilität spielerisch erlebbar zu machen und ihre Kollegen mit dem agilen Mindset anzustecken. Sie verfolgt das Ziel OTTO zu einem selbstorganisierten Unternehmen zu entwickeln. Kathrin ist Mitinitiatorin des Flightlevel 2 Koordinationsboards von otto.de, mit dem über 20 agile Teams ihre Arbeit koordinieren. Zuvor war sie 3,5 Jahre Kanban Coach in zwei crossfunktionalen Teams im E-Commerce-Bereich bei OTTO.
Learning zones (Michl et al.) are a widely-known model in the psychology of learning. Almost every one of us knows the saying: ''I’m completely in my comfort zone when doing …''. In this workshop we take the model one step further and use it to coach entire teams (Teambased Learningzone Model). In small groups, attendees will pick a context to actually create the groups’ TLM, thereby getting both theoretical background and gain experience using them. Attending this session will help you discover your teams professional fields of learning and improve its Service Delivery. Also, Risk Reviews will gain from this workshop – just see for yourself.
Markus Wissekal Kanban Trainer and Coach, coach und coach gmbh
Markus is one of the co-founders of coach und coach gmbh, that offers independent agile and systemic business coaching as well as trainings for different agile and lean methods. He is an experienced in all things agile. He started working as a developer almost 20 years ago. For the last 10 years he has focused his talents on helping teams to create amazing business outcomes. Markus is more than passionate about what he does and loves hearing about, and trying out new ideas. This is what led him from Scrum to become Switzerlands only Accredited Kanban Trainer and this is what will continue to lead him into more agile, lean and positive future.
Learning zones (Michl et al.) are a widely-known model in the psychology of learning. Almost every one of us knows the saying: ''I’m completely in my comfort zone when doing …''. In this workshop we take the model one step further and use it to coach entire teams (Teambased Learningzone Model). In small groups, attendees will pick a context to actually create the groups’ TLM, thereby getting both theoretical background and gain experience using them. Attending this session will help you discover your teams professional fields of learning and improve its Service Delivery. Also, Risk Reviews will gain from this workshop – just see for yourself.
Stefan Kinigadner Trainer and Coach, coach und coach gmbh
Stefan is one of the co-founders of coach und coach gmbh, that offers independent agile and systemic business coaching services as well as trainings for different agile frameworks and methods in europe. His career started with computers, when CPU speeds were measured in kHz - as a programmer and brought him through different stages (creating own software products, learning to be a CTO at his own start-up and others) to the guy he is today: An agile coach who sees the bigger picture. Scrum, Kanban, Lean, etc - they are all great sources aiming for a way of thinking, creating, speaking, learning, experimenting and collaborating to face complex challenges.
A step by step presentation about how we transitioned a lengthy and customer unfriendly process of 30 days to a broad celebrated customer promise of 2 days. And keeping that promise to this day.
I will share our vision and experiences of the organisational transition where we combined the best of Agile and Lean. What this leads to is teams who quickly adapt to the customer needs and do this with complete ownership of the process, with great velocity and in a constant flow.
Come find out how and how this could benefit your teams.
Jessica George Agile Coach, ING
Jessica George is an Expert Lead for a team of Agile Coaches in the client services department within ING Netherlands. A bank who is the benchmark for Agile, embedding it from boardroom to shop floor. As an Expert lead she is coaching the Agile coaches and contributing to the customer promise.
Coming from a product development environment where Scrum is common and now working in an operations environment she has seen the power of combining Agile with Lean/ Kanban.
Perhaps you’ve heard of the Spotify Model, many people seem to be inspired by how they’ve interpreted what we’re doing things. Over my 3+ years at Spotify we've doubled in size, twice.
In that time I've worked with teams building backend and infrastructure, to User facing features to conducting exploration Adaptation and the pursuit of beneficial change is how we’ve been able to respond to the evolving needs of our customers.
In this session I’ll share stories of:
Come join us if you’re also aiming to be the best at getting better.
Cliff Hazell Agile Coach Chapter Lead, Spotify
Cliff has made a career out of breaking down the obstacles that stand in the way of great work. He is often challenging the status quo in his quest to develop the right culture and systems for creation of excellent products.
After a tour of addresses across South Africa, Cliff moved to Stockholm where he leads a team of Coaches at Spotify.
Okaloa Flowlab is a new, experiential, way of teaching and coaching 21 st century business agility that involves the entire organization. Rather than teaching a specific agile or lean method, it allows participants to explore the foundations of flow, self-organization and active learning that together form the corner stones of agile business.
On a tactical level, Okaloa Flowlab consists of a set of engaging business simulations that range from teaching business agility basics to advanced simulations that scale up to enterprise level (including upstream and cross-team). As the simulations are not targeted at a specific business domain or a specific function, experience shows that attending an Okaloa Flowlab workshop has a viral, mobilizing effect on all levels (including management) and across all functions (not just IT, but also HR, Marketing and communications, Finance, Legal, Product management, …).
On a more strategic level it allows participants to experience the difference between 20 th century old style linear, reductionist thinking about Agile (''either-or'', ''recipe'' thinking) and 21 st century integrative, systems thinking (''and'', ''context- sensitive'' thinking). Scrum, Kanban, SAFe, LeSS, Lean start-up, Sociocracy, Holacracy, … practitioners can all benefit from this new type of thinking as a way to more effective coaching. By setting aside any dogmatic discussions, it builds a common, deeper, understanding between practitioners of different lean and agile methods leading to change that is more resilient to setback.
Join this Okaloa Flowlab simulation to get a taste of a more integrative approach to teach and coach 21 st century business agility.
Arlette Vercammen Co-Founder, Okaloa
Toghether with Patrick Steyaert, Arlette, co-founder of Okaloa, develops Okaloa Flowlab and is responsible for product design, marketing and operations.
Almost three years ago eDreamsOdigeo embarked on a transformation journey both around the business model and how we manage work. It became a journey that started with practising Kanban and continued to the realms of Enterprise Services Planning (ESP). It has been a bumpy ride so far, with organisational changes, continuous process improvement, lots of learning and the understanding that there is no end to it. Peter Kerschbaumer tells the story directly from the trenches.
Peter Kerschbaumer Group Head of Lean & Agile Practices, eDream Odigeo
Peter is one of few certified trainers of Enterprise Services Planning and an expert in building lean and agile development processes at scale (from idea to release). He has for the last three years been leading the evolution of eDreams Odigeo from a plan-driven, inefficient organisation to an agile and lean company with high predictability.
In dieser Fallstudie zeigen wir den Weg, den mehrere international verteilte Teams von ''Wir tun was gerade notwendig ist'' zu ''wir kontrollieren den Fluss (der Arbeit)'' gegangen sind.
Anfang 2016 fingen mehrere Teams bei arvato systems mit einer Initiative zur Verbesserung ihrer Arbeitsweise an und entschieden sich für Kanban als Werkzeug zur Unterstützung bei dieser Aufgabe. Nach mehreren Iteration sowohl des System- als auch des Board-Designs haben wir heute eine Reihe von zusammenarbeitenden Services, die aktiv mit einem Blick auf den Fluss der Arbeit gemanaged werden.
In diesem Vortrag zeigen wir sowohl die Dinge, die wir ausprobiert haben, die nicht so gut funktioniert haben, als auch diejenigen, die sich entwickelt haben und die funktionieren.
Claudia Stölzel Head of Software Development Solutions, arvato Systems S4M
Claudia Stölzel hat seit vielen Jahren eine aktive Rolle bei der Entwicklung von Software und Lösungen für die Medienindustrie. Vor einiger Zeit hat sie die Leitung der Softwareentwicklung bei arvato systems BMS (Broadcast Management Solutions) übernommen. In dieser Rolle war sie eine der treibenden Kräfte hinter der Kanban-Initiative von der wir hier berichten wollen. Treibende Kraft hinter ihrer Motivation wiederum ist ihr unaufhörliches Interesse daran, Prozesse für alle Beteiligten transparent zu machen.
Poker is just a game - of luck. Isn’t it? Why are many very successful entrepreneurs fascinated by this game? What has poker to do with business? How are poker decisions made and how can we transform this approach to our work life?
For many years I have been a passionate poker player and constantly transfer my learnings from poker to business situations. Let me introduce you to my favorite insights and how a ''poker mindset'' can help you tackling difficult situations or decisions in your daily work.
Who is this guy? And what the heck is Agile contracts? Let me walk through the basics of Agile contracts and procurement, and share why the people in Värmland (a Swedish county) have a hospital that just works.
How good are we at developing our employees? How flexible are we to change our organization according to business and people needs? Let’s look into some ideas how to avoid wasting our employee’s talents.
How good are we at developing our employees? How flexible are we to change our organization according to business and people needs? Let’s look into some ideas how to avoid wasting our employee’s talents.
One of my best examples of Lean Exercise in private life is the trip around the world in 325 days which I did with very small budget, minimal equipment and one rule – no hotels J. My work journey shows a couple of different stations, from being an engineer to leading IT Projects and teams into the world of Agility, where I had different roles over time. Currently I am working at trivago, heading the Organizational Agility area – my passion here is detecting and resolving company bottlenecks.
If you are interested in earning a credential as a Kanban coach, trainer, or manager with Lean Kanban University, join this informative session to learn about the LKU professional development programs and how to apply. We will discuss the Lean Kanban body of knowledge, the history, culture and activities of Lean Kanban, and what makes a great Kanban change agent.
Janice Linden-Reed Chief Program Officer, Lean Kanban Inc.
Janice Linden-Reed is the Chief Program Officer of Lean Kanban, Inc. She has worked to grow the Kanban market worldwide since 2010. Janice oversees the Lean Kanban training programs and curriculum, the events, and especially the global network of Kanban professionals. She is based in Seattle, Washington, USA.