We have learnt enough about agility and Agile/SAFe principles. The world is moving into a transformation zone, where if the principles are not realized, the existence becomes challenging. While we know that the change in inevitable, we resist change. I would like to share a few examples from the industry where organizations have embraced change to live agility.

The future feels more uncertain than ever, but we can be sure that the world won’t be the same “after.” Everything that surrounds us is in turmoil, organisations are adapting and responding, adopting and discarding practices and approaches.

Implementing frameworks in a vain quest for silver bullet solutions, often without really understanding why and what the limitations of a particular approach are. Yesterday’s leaders are not equipped to deal with today’s challenges, and no-one knows what tomorrow will bring.

Understanding the lack of connect with our teams. A combination of macro and micro approach to create alignment. The macro approach: Applying “Fit for Purpose” thinking to our teams; identifying the purpose why our people choose to be with us. The micro approach: Identifying each person’s career orientation; understanding where there is alignment and where there is disconnect.

Businesses globally have faced disruptions at a speed and scale unprecedented in the modern era. Return to the next normal is not a phase, it’s the way of operating. With so many uncertainties and the need for fast learning to navigate through them effectively, enterprises are embracing business agility. In this talk, Pranjal would discuss the need for business agility, how the enterprises which adopted business agility were able to achieve sustainable growth, and what do the enterprises need to manage productivity and cost in the Indian context.

Gunther Verheyen calls himself ‘an independent Scrum Caretaker on a journey of humanizing the workplace with Scrum”. In his session for the AgileNCR conference, Gunther will share “What it means to humanize the workplace”. He will share what signs of de-humanization and de-humanized workplaces are. He will introduce how the principles and practices of Scrum can help us in re-humanizing our workplace, and how this will improve the business outcomes produced.

Providing honest and straight-forward feedback is one of the most powerful skills a Mentor or Coach can use. Effective feedback can allow the other person to reflect on the impact of their behaviour, and make real changes in their lives.

Having clarity on “What Business Agility is & What Really Matters to Stakeholders” is crucial at the onset of an Agile transformation. Majority of Agile coaches challenged to co-discover & co-create transformation strategy due to lack of alignment between stakeholders who leads or have effect on transformation efforts.

Work is changing, and what it will take to thrive is dramatically different than just a short time ago. What do these changes mean to you and do you have the skills and traits necessary to thrive in this new world? In a growing knowledge-based economy, leadership is not about being the smartest person in the room. Your team members no longer act as your hands to execute your commands; they are your brains to help you conquer complex problems.

A few bullet points on the topic:
What is OKR (Objective and Key results)
Difference between OKR and MBO
Steps and stages in implementing OKR
Challenges in adopting OKR

Working with remote and distributed teams is becoming the new normal especially during times like these. You are a Scrum Team Member or an Agile Leader who has experience working with remote teams and you’re curious about what can be done to grow or develop your remote team-building capabilities so that working remotely can be productive, fun, and enjoyable. In this interactive talk/workshop, I will share some great tactics and tips to perfect your own game, and learn how to be a better remote team player.

Somewhere we professionals “unlearned” it and we are struggling to learn it again. I rest my case with the wonderful work built by our team of students as a living memento to prove “Agility is a lot more about unlearning than learning “, BTW the youngest of our students is in his 6th grade & we never formally taught anyone how to be Agile or what is DevOps. This talk is about our experience which stands as a case study to assert “Agility for seasoned professionals like us is a lot about unlearning than learning.”

Scrum Teams are focused on value delivery, no doubt. We will follow a Scrum Team that is able to meet its Sprint Goals, deliver value continuously Sprint by Sprint. We look at their information radiators and try to understand how this performance is possible. As we explore more, we uncover few horror stories. In this practical and useful presentation, we will learn how to get to the backstage and understand really how the Scrum Team is managing its “flow”.

We all operate at our best. To do so, we have cultivated our own behaviours, working patterns and techniques to optimize for our tasks. Is that the best we can do? Do we still have redundant patterns/behaviours/techniques that can be optimized further?
Let us ask ourselves this question, when we know that we are at our best, how do we really know what’s slowing us down, and how can be become better?

How to become Leaders for Transformation

Individuals come up with new ideas but you will need teams to realize those great ideas! In this talk, I will share with you the six components that you need to build Powerful Teams. Clarity, Results, Reliability, Conflicts, Impact, and Trust+. These components are not just randomly selected, they are based on academic research, existing models, and experience. I will explain what the components are bout and how to use them. Theoretical models are nice but I will also share tools related to the different components.

In this talk we will explore how to pay attention to relationships from the start – form conscious relationships. We will explore the handful of simple ground rules to pay attention to that will start you up the right way. We will also look at what leaders specifically can go do create conditions for a healthy relationship culture inside the organisation.

In this session, Evelyn and Kenny will introduce you to the concept of socio-technical systems. We will explain what socio-technical complexity we are facing when building software to improve our team flow. How you can get a sense of the type of complexity you’re dealing with by using the Cynefin framework. Cynefin can aid your decision-making process by helping you make less biased decisions on how to approach your software development flow with your team.

Why behaviors are important
Different elements of team from behavioral perspective
Why managers are made to fail in managing teams
Small day to day issues issues snowballing into big problems
Groom teams and not just leaders

This covers the full journey towards Business Agility with a focus on Team Health and leveraging the voice of the teams to accelerate the journey. She also covers the importance of measuring maturity, performance and real business outcomes.

Against a backdrop of massive layoffs and an accelerated version of Schumpeter’s notion of Creative Destruction, the world economy is restructuring around new rules before our very eyes. Employee engagement, already at an all-time low worldwide before the COVID pandemic, is being exposed for the empty charade that it was treated as within most organizations.

Gamification is an approach that is useful for changing people’s behaviour and building new ways of working for example. Gamification fosters team fun while they are learning, working and so forth.
A good gamification is more than lead boards, points, it is about huma stuff like game design patterns.

Key components of Spotify Inspired Model
Failed stories of transformation inspired by Spotify
3 Factors which were essential for success of Spotify
Why you should not copy-paste Spotify model for your organization

Striking right balance between Humanity and Business during crisis

Evolution of Scrum Guide – Via Empiricism