As we may know, Business Agility is a dynamic quality that organizations can cultivate through intentional and disciplined effort, much like athletic performance. But how can we measure it? While many organizations focus on measuring results and metrics like time-to-market and revenue growth, these indicators only tell part of the story. In this talk, we will explore other fields that use agility and get inspired by how they measure it. We will then discuss why measuring capabilities is even more critical than measuring results when it comes to understanding an organization's agility.
The terms product and business strategy are used a lot, often in ways that are distinctly unstrategic. A set of objectives, initiatives, or OKRs while potentially useful, do not form a coherent strategy.
As Product Owners, it is your job to ensure not just that the right product is being built and for whom, but also that there is a viable business model around it, and that there is sufficient uniqueness to allow it to succeed against its competitors. In this talk, we will cover the integrated set of strategic choices Product Owners must make so outthink, and out-deliver, the competition.
This talk is for Product Owners, product leaders, and product-focused coaches who enjoy delighting customers with amazing products.
Most of you have heard something about psychological safety but you may be thinking:
• What does it really mean for and my teams?
• Why do I need it?
• How do I make that happen?
Creating psychological safety is critical for you to foster innovation at the individual, team and organizational levels.
For servant leaders at all levels, recognize there is an urgency to create psychological safety in your teams and organizations and there are significant impacts when you don’t. First, we will explore what psychological safety really is and assess your current safety levels. I’ll also explain how our intersectionality directly impacts psychological safety on our teams and our organizations. Then I will share a few techniques for cultivating psychological safety that you can use with any team or group.
Have you ever attended a training event where content didn't exactly "line up"? Imagine listening to an instructor where they fly through lots of slides, and follow that up with some sort of game involving dice, paper airplanes, pennies, or spaghetti and marshmallows. When the instructor asks "Okay, do you understand it?" you give an enthusiastic thumbs up and head out of class. Then there is an exam. You see multiple choice questions with options like "A"," B", "C", "D", "A and B", "A and C", "B and C", "All of the above", "None of the above". Your head starts to spin... You try to remember the concepts from the slides, but all you can remember is throwing planes at one another. Frustrating, isn't it? This type of misalignment could exist in anything from a training course, to a workshop that you've designed, or even a meeting that you are facilitating. Learning experiences could be all of those types of discussions and then some!
In this session, you will learn about the different choices instructors, coaches, and facilitators make when building these types of learning experiences, and the impacts of those choices on their attendees and the event overall. By understanding the relationship between the knowledge to share, the instructional method used to convey the knowledge, and the assessment technique, participants in this session will gain practical knowledge about how to approach the design of their next learning experience to maximize student/attendee experience and retention.
Invisible group dynamics undermine relationships and performance, being able to see and name the dynamics empowers teams to change the outcome.
This talk introduces the agile mindset and essential principles for people and organizations to master to thrive in the world of digital disruption. It also addresses the critical considerations for transforming cultures and designing new eco-systems to rapidly adapt to constant change, which may be the single greatest competitive advantage in the 21st century.
To thrive in a world of digital disruption and continuous change, we must become Agile.
Most of us know how cognitive biases affect our decision making, thanks to the work of Daniel Kahneman and his important book Thinking Fast and Slow. Fewer of us know how noise affects our thinking. Noise here means the variability in inputs and cognitive processing we contend with when making individual and collective judgments. Noise comes from a variety of sources. We are affected by the time of day, the weather, if our favorite sports team just won or lost. Everyone is now focused on reducing bias, but in many cases, noise is a greater source of error than bias. Linda will introduce you to some surprising research about noise and decision making and offer suggestions for reducing noise. Note: if you reduce noise, you will also reduce bias. As Kahneman has said, "Wherever there is judgment, there is noise and more of it than you think."
Product roadmaps are an important product management tool. But traditional feature-based roadmaps are difficult to apply in an agile context where change and uncertainty are present. Does this mean that we should stop using product roadmaps?
My talk discusses how you can successfully use agile product roadmaps to describe the value the product should create, align the stakeholders, and unburden the product backlog while avoiding premature commitments and preserving the ability to inspect and adapt.
Ever heard and agile coach say the following about the role of managers in an organization: "Managers should just empower the teams and get out of the way."
This sounds a lot like: "We do not need these managers at all as they do not deliver any value."
That might be true if we look at how bad managers do their job. But it is certainly not true if we look at some of the best managers.
Being a medical doctor in my first career, I saw first-hand what incredible value attending physicians brought to young doctors like me, to the patients, and to the hospital.
I learned that, great leaders do not get out of the way... they pave the way for you, they set the boundaries within which you can take decisions, and they support you when your stuck in analysis paralysis.