Speakers

Keynote: First Who, Then Why

Language: en Complexity: intermediate

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.

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Crossing the river by feeling the stones

Language: en

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 - a variety of serious topics, presented in a fun way

Language: en Complexity: fun

20x20 will not be announced in advance

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Keynote: Successful digital transformation - seven strategies to drive change

Language: en Complexity: intermediate

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.

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Applying lean principles and agile tools in marketing

Language: en Complexity: intermediate

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.

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Applying lean principles and agile tools in marketing

Language: en Complexity: intermediate

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.

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Alignment: the forgotten child

Language: en Complexity: intermediate

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.

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Warum agile Teams nichts mit Business-Agilität zu tun hat

Language: de Complexity: intermediate

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!

Why Agile Teams Have Nothing To Do With Business Agility

Language: en Complexity: intermediate

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Welcome to the Jungle

Language: en Complexity: beginner

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.

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Want less conflict? Do Nothing.

Language: en Complexity: intermediate

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.

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20x20 - a variety of serious topics, presented in a fun way

Language: en Complexity: fun

20x20 will not be announced in advance

NoEstimates Workshop: Forecasting with Less Effort and More Accuracy

Language: en Complexity: beginner

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!

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From 20/20 Hindsight to ESP at Optimizely

Language: en Complexity: beginner

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.

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From 20/20 Hindsight to ESP at Optimizely

Language: en Complexity: beginner

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.

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''Are we working on the most important thing now?''

Language: en Complexity: intermediate

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.

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Spaceship Kanban - Lean methods work if they feel light!

Language: en Complexity: intermediate

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.

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Manage Flow - crossing the chasm

Language: en Complexity: beginner

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.

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20x20 - a variety of serious topics, presented in a fun way

Language: en Complexity: fun

20x20 will not be announced in advance

Whole Organisation Kanban: how to start; how to scale

Language: en Complexity: intermediate

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.

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Kanban Maturity Model: Why should you care about it?

Language: en Complexity: intermediate

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.

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In 18 Monaten von Quartalsreleases zu Flow mit 2 Wochen Lead-Time

Language: de Complexity: intermediate

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.

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Kanban in SAFe waters

Language: de Complexity: intermediate

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 :)

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Implement ALL the cadences!?

Language: de Complexity: beginner

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...

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A Siberian tale of two Kanban implementations

Language: en Complexity: beginner

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.

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The Kanban Guide: Self-Coaching Options for Teams

Language: en Complexity: intermediate

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.

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The Kanban Guide: Self-Coaching Options for Teams

Language: en Complexity: intermediate

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.

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Portfolio Kanban - The Common Sense Approach to Scaling Lean

Language: en Complexity: intermediate

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...

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The evolution of a Portfolio Wall

Language: en Complexity: expert

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.

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Making the Change: Going Agile at the Department of Labor

Language: en Complexity: intermediate

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.

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A Poker Mindset

Language: en Complexity: intermediate

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.

Lightning talks

Language: en

A Poker Mindset

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.

You don't need (yet another system) - you need Agile contracts

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.

A new focused leadership model

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.

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Being Agile - It is not about being fast, it is about making impact!

Language: en Complexity: intermediate

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.

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Agility and self-organisation. The Computest Story

Language: en Complexity: intermediate

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:

• Computest´s growth rate and the question of how to handle an organization with 50+ people without an additional management layer
• the need to become more market and customer driven
• the conviction that self-organisation is a key driver for becoming a truly agile enterprise
• the willingness to find a way of how to preserve Computest´s both informal and entrepreneurial spirit while growing

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:

• how the journey got started: from functional silos to multi-disciplinary teams, from a traditional to an agile approach, from hierarchical management to leadership services,
• how we applied lean and systems thinking to overcome a few classic pitfalls (e.g. the temptation of standardised recipes)
• why focusing on customer centric value streams and work flow was essential
• how decision-making authorities were distributed and a smart system of feedback loops installed
• how a culture of coaching and sparring became mission-critical on all levels
• what we are currently busy with

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Faktor Mensch - 350 Menschen, ein Ziel @OTTO.de

Language: de Complexity: intermediate

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.

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Business-Agility@REWE-Digital - ein Rennen im Nebel

Language: de Complexity: intermediate

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.

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Okaloa Flowlab simulation

Language: en Complexity: beginner

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.

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Progressive Organizations

Language: en Complexity: intermediate

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 - a variety of serious topics, presented in a fun way

Language: en Complexity: fun

20x20 will not be announced in advance

Lightning talks

Language: en

A Poker Mindset

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.

You don't need (yet another system) - you need Agile contracts

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.

A new focused leadership model

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.

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Faktor Mensch - 350 Menschen, ein Ziel @OTTO.de

Language: de Complexity: intermediate

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.

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Improving your Service Delivery Review and identification of risks with TLM

Language: en

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.

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Improving your Service Delivery Review and identification of risks with TLM

Language: en

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.

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How to successfully turn a 30 day process into a 2 day process.

Language: en Complexity: intermediate

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.

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Be best at getting better

Language: en Complexity: intermediate

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:

• The reality of a “model” in practice. Spoiler alert: we keep changing stuff.
• Why I believe it’s more important how you improve your model, than where you start.
• How we think about process improvement in R&D.

Come join us if you’re also aiming to be the best at getting better.

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Okaloa Flowlab simulation

Language: en Complexity: beginner

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.

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Evolutionary change from the trenches

Language: en Complexity: intermediate

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.

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In 18 Monaten von Quartalsreleases zu Flow mit 2 Wochen Lead-Time

Language: de Complexity: intermediate

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.

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Lightning talks

Language: en

A Poker Mindset

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.

You don't need (yet another system) - you need Agile contracts

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.

A new focused leadership model

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.

A new focused leadership model

Language: en Complexity: intermediate

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.

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Lean Kanban University Programs

Language: en Complexity: beginner

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.

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