Mindset meets action
First speakers announced
Empowering people is impossible: the neuroscience of intrinsic motivationby Jenni Jepsen
Agile leaders don’t empower people - they create spaces where people thrive and deliver value faster. It’s up to individuals to feel empowered, not for leaders to empower the individual. How can we create this environment and break old habits that get in the way?
Agile leaders can give control and increase people’s intrinsic motivation by taking advantage of how we are wired – and by increasing technical competence and organisational clarity. Jenni will share the neuroscience of empowerment, as well as how we can re-wire our brains to create new habits that make it possible for us to grow and succeed.
Lessons and Experiences from 15 years of Agile Coachingby Steve Hayes
Effective agile coaches need to learn how to balance many conflicting demands and impulses. Among many other things they need to choose when to be directive and when to sit back, when to emphasize technical skills and when to focus on social concerns, and how to distinguish between the things that need immediate attention and the things that should simply be ignored. And of course they need to do all this without inserting their own (probably substantial) ego, so that the team members remain the rightful owners of their process and their outcomes.
In this session Steve will suggest ways to approach these apparent dilemmas, illustrated with some examples of things that went well, and not so well, in his 15 years of agile coaching experience.
Agile HR is not a walk in the park for rookies by Riina Hellström
Designing people practices for the contemporary organization requires creativity, and HR will need plenty of redesign going towards agile and lean enterprises and digital business models. When speaking about reinventing HR, we need to know and understand the boundaries of the creative space. It is useless to design a flying object without appreciating the boundary of gravity.
Similarly it is useless to reinvent organizations and people practices without knowing the (boring) legal and administrative restrictions in each country and without understanding where the organization is at now. So many Agile professionals are redesigning people practices, but driving full speed into structures created for the industrial era. Riina's guidance will leave you with (important) questions and clear thoughts for taking action towards Agile HR.
Building an MVP sounds simple, so why do so many organisations struggle and what are the common factors of excellent MVP design? by Ralf Jeffery
The goal of an MVP is to build just enough of something to quantifiably test a business assumption or hypothesis. Traditionally, businesses approach new product development by spending substantial time and money researching, developing and building the final product. Even more time and effort is then spent marketing it to their target market. It’s go big or go home! Lean Startup principles advocate a different approach; build the simplest version of the product or service that you can and get in front of your target market group as fast as possible. Watch them use it. Listen to their feedback. Then improve or change. Most organisations when confronted with this approach understand the logic and benefits of an MVP.
Why then, do so many struggle to execute successfully? This talk discusses the principles of MVPs and the diverse ways in which they can be executed, illustrating with success stories. It discusses the common barriers encountered within organisations when creating an MVP, and highlights how they can be overcome from the perspective of each key stakeholder group. Finally, drawing upon personal experience of working on agile projects within financial services, ecommerce and telecoms organisations, both large and small, discussion is made as to what factors are necessary for excellent MVP design.