The mobile banking division of global fin-tech leader Fiserv has grown significantly to over 40 Agile delivery teams, 15 in NZ. However, waterfall approaches to planning, governance and release meant the teams were often starved of work, blocked from releasing and had no transparency to make this obvious. To improve flow and throughput, 18 months ago they kicked off an Agile transformation, led out of NZ.
About Julie Lindenberg & David Morris:
Julie is the Director for Business Analysis and User Experience at Fiserv. After earning her Bachelor of Planning, Julie worked in a variety of government roles, from customer-facing to IT. High points included leading high-profile projects, establishing frameworks of excellence and founding Business Analysis capability.
Three years ago, Julie joined global financial technology company Fiserv as a Business Analyst Manager. Over that time, she has embraced ‘being Agile’ and servant leadership. Last year, she was appointed as a Director leading teams across seven sites in four countries. Shortly after, Julie was appointed Chair of the Transformation Leadership Team, leading the enterprise Agile transformation, impacting hundreds of staff members. In September, Julie was appointed the Director of User Experience.
David is the Manager for Enterprise Agile Coaching at Fiserv and holds an MBA with the University of Auckland. He had 10 years’ experience in structured programming before discovering RAD and Scrum in the 1990’s. Over the last 20 years, he has worked as an Agile practitioner, Scrum Master and coach. As Principal Consultant at Assurity, David worked with prominent NZ companies on their Agile transformations.
Last year he joined Fiserv to lead their Enterprise Agile Coaching team where he guides the leadership in operating their enterprise Agile framework and delivering on their transformation goals. David co-founded the Agile Alliance of NZ. His publications include Agile Project Management, Scrum in easy steps and The Paradox of Agile Transformation.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
Michel Jansen & Esther van der Hoorn - Challenges and opportunities for servi...Service Design Network
Challenges and opportunities for service design in organisations shifting to agile
Abstract:
To keep up with the ever faster rate of change in the world, more and more companies are adopting agile ways of working. For service designers working in organisations that are shifting in this direction, this presents opportunities, but also challenges. What is the role of service design in an agile organisation and how can it provide the most value? Which methods work well and which need to be adapted? And what tools and techniques can help facilitate collaboration and co-creation? During this interactive workshop, we will take an in-depth look at these emerging issues and opportunities. The presenters will share their own experiences, problems and solutions and attendees are invited to do the same, so we can jointly identify patterns, discuss solutions and learn from experiences.
Innovation:
With service design becoming increasingly part of the “business as usual” of organisations, it’s also becoming more important to integrate it with the practices of the rest of the business. An ongoing trend is a shift to more bottom-up and agile ways of working. This opens up great opportunities for designers, as it makes it easier to respond to customer insights, but it also presents new challenges. At Aegon, we started this shift over a year ago and have learned a lot along the way. We’ll share our experiences and solutions and:
* How we combine traditional methods with iterative working
* How we approached the transition (traditional & agile working side by side)
* How we direct insights to teams that need them, using dashboards etc. to encourage serendipity
* What we haven’t solved yet
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Benchmarking teams is tricky - it is too easy to amplify dysfunctional behaviour. It is also not easy to find a meaningful metric. This presentation describes an proven approach to concentrate on self assessment of capabilities.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Resource Pools - How is This Still a Thing? at LAST Conf 2016 in Melbourne, A...Bernd Schiffer
A surprising amount of companies is still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools.
Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive.
This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.
Speak at Agile ME 2017:
Collapse publications section
Publications
Edit publication Agile ME 2017 - Speak: Pimp My Agile
publication titleAgile ME 2017 - Speak: Pimp My Agile
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication descriptionPowerpoint from my speak at Agile ME 2017, about how to optimize your agile process, by having an agile approach to your process as well as your product.
See publication Agile ME 2017 - Speak: Pimp My AgileSee publication
Edit publication Agile ME 2017 - Speak: Product Ownership - A shared sport!
publication titleAgile ME 2017 - Speak: Product Ownership - A shared sport!
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication description'Product Ownership' is a multi-faceted complex function that gets more and more challenging with additional variables; product industry/project nature, market drivers, technology and functionality being examples of external variables; while distributed teams, team structure and team size being internal variables- to name a few. 'Product Ownership' function is expected to be carried out by Product Owner. In reality it becomes a shared sport of disparate stakeholders. While PO controls and drives priorities and scope, he/she highly depends on team members for effective/efficient decision making across the product/project. In this interactive talk, we will elicit audience's understanding of this function and will try to explore what skillset(s) is/are critical to ensure the success for this function.
Improv-e Your Innovation - Jakob Jurkiewicz - AgileNZ 2017AgileNZ Conference
Charles Darwin said: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Collaboration and Improvisation seem to be crucial for people and organisations to survive. We need both skills in order to innovate, amaze our customers and grow.
About Jakub Jurkiewicz:
Currently Agile Consultant at Assurity and previously Agile Coach, Team Leader and Software Developer. Jakub worked in a startup where Agile and innovation were harnessed every day and in big corporation where people were afraid to mention their ideas. He learned that only through collaboration, openness and trust one can build a successful environment for change, grow and innovation.
Agile-ish – How to Build a Culture of Agility - Lynne Cazaly - AgileNZ 2017AgileNZ Conference
With the rise of Agile as a mindset (not a buzzword) and the success of methods like the Lean Startup, it’s time to bring these ways of working into teams and organisations the world over. Yes, it’s a cultural shift, yet it need not be tackled all at once... and you can iterate, improve on it.
About Lynne Cazaly:
Lynne Cazaly is the author of four books – Leader as Facilitator: How to inspire, engage and get work done, Making Sense: A Handbook for the Future of Work, Create Change: How to apply innovation in an era of uncertainty and Visual Mojo: How to capture thinking, convey information and collaborate using visuals. Lynne works with project teams, executives and senior leaders on major change and transformation projects. She helps people distil their thinking, apply ideas and innovation and boost the engagement and collaboration effectiveness of teams. She is also an experienced board director and chair and a partner with Thought Leaders and on faculty of Thought Leaders Business School.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
Michel Jansen & Esther van der Hoorn - Challenges and opportunities for servi...Service Design Network
Challenges and opportunities for service design in organisations shifting to agile
Abstract:
To keep up with the ever faster rate of change in the world, more and more companies are adopting agile ways of working. For service designers working in organisations that are shifting in this direction, this presents opportunities, but also challenges. What is the role of service design in an agile organisation and how can it provide the most value? Which methods work well and which need to be adapted? And what tools and techniques can help facilitate collaboration and co-creation? During this interactive workshop, we will take an in-depth look at these emerging issues and opportunities. The presenters will share their own experiences, problems and solutions and attendees are invited to do the same, so we can jointly identify patterns, discuss solutions and learn from experiences.
Innovation:
With service design becoming increasingly part of the “business as usual” of organisations, it’s also becoming more important to integrate it with the practices of the rest of the business. An ongoing trend is a shift to more bottom-up and agile ways of working. This opens up great opportunities for designers, as it makes it easier to respond to customer insights, but it also presents new challenges. At Aegon, we started this shift over a year ago and have learned a lot along the way. We’ll share our experiences and solutions and:
* How we combine traditional methods with iterative working
* How we approached the transition (traditional & agile working side by side)
* How we direct insights to teams that need them, using dashboards etc. to encourage serendipity
* What we haven’t solved yet
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Benchmarking teams is tricky - it is too easy to amplify dysfunctional behaviour. It is also not easy to find a meaningful metric. This presentation describes an proven approach to concentrate on self assessment of capabilities.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Resource Pools - How is This Still a Thing? at LAST Conf 2016 in Melbourne, A...Bernd Schiffer
A surprising amount of companies is still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools.
Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive.
This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.
Speak at Agile ME 2017:
Collapse publications section
Publications
Edit publication Agile ME 2017 - Speak: Pimp My Agile
publication titleAgile ME 2017 - Speak: Pimp My Agile
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication descriptionPowerpoint from my speak at Agile ME 2017, about how to optimize your agile process, by having an agile approach to your process as well as your product.
See publication Agile ME 2017 - Speak: Pimp My AgileSee publication
Edit publication Agile ME 2017 - Speak: Product Ownership - A shared sport!
publication titleAgile ME 2017 - Speak: Product Ownership - A shared sport!
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication description'Product Ownership' is a multi-faceted complex function that gets more and more challenging with additional variables; product industry/project nature, market drivers, technology and functionality being examples of external variables; while distributed teams, team structure and team size being internal variables- to name a few. 'Product Ownership' function is expected to be carried out by Product Owner. In reality it becomes a shared sport of disparate stakeholders. While PO controls and drives priorities and scope, he/she highly depends on team members for effective/efficient decision making across the product/project. In this interactive talk, we will elicit audience's understanding of this function and will try to explore what skillset(s) is/are critical to ensure the success for this function.
Improv-e Your Innovation - Jakob Jurkiewicz - AgileNZ 2017AgileNZ Conference
Charles Darwin said: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Collaboration and Improvisation seem to be crucial for people and organisations to survive. We need both skills in order to innovate, amaze our customers and grow.
About Jakub Jurkiewicz:
Currently Agile Consultant at Assurity and previously Agile Coach, Team Leader and Software Developer. Jakub worked in a startup where Agile and innovation were harnessed every day and in big corporation where people were afraid to mention their ideas. He learned that only through collaboration, openness and trust one can build a successful environment for change, grow and innovation.
Agile-ish – How to Build a Culture of Agility - Lynne Cazaly - AgileNZ 2017AgileNZ Conference
With the rise of Agile as a mindset (not a buzzword) and the success of methods like the Lean Startup, it’s time to bring these ways of working into teams and organisations the world over. Yes, it’s a cultural shift, yet it need not be tackled all at once... and you can iterate, improve on it.
About Lynne Cazaly:
Lynne Cazaly is the author of four books – Leader as Facilitator: How to inspire, engage and get work done, Making Sense: A Handbook for the Future of Work, Create Change: How to apply innovation in an era of uncertainty and Visual Mojo: How to capture thinking, convey information and collaborate using visuals. Lynne works with project teams, executives and senior leaders on major change and transformation projects. She helps people distil their thinking, apply ideas and innovation and boost the engagement and collaboration effectiveness of teams. She is also an experienced board director and chair and a partner with Thought Leaders and on faculty of Thought Leaders Business School.
When product ownership became the new roadmap for BNZ Digital, Penny and Chetan didn’t know where to start. How do you shift the mindset of your development team from delivering features to delivering customer value? How do you get the whole team involved when you’re so used to having a run-ahead team doing the discovery work for you?
About Penny Goodwin & Chetan Parbhu:
Penny Goodwin is a Business Analyst at BNZ Digital. At any one time, you can find her running a retro, working on stories or distracting the team with her out of tune singing. She is always willing to try anything out that will enable her team to deliver positive outcomes for customers. In her spare time, you will most likely find her at the library.
Chetan Parbhu is a Senior Test Analyst at BNZ Digital. He is passionate about teams being empowered to build the right thing for the customer. Despite youthful appearances, he is a husband and father of two. He enjoys spending his free time in the music room or pretending to be the guy from River Cottage.
The Art of Dual-track Delivery - Ant Boobier - AgileNZ 2017AgileNZ Conference
We all know the importance of product designers and developers working more closely together. One approach to achieving this is ‘dual-track delivery’. But we shouldn’t think of dual-track delivery as separate tracks, because they’re not.
About Ant Boobier:
Ant Boobier is Practices Lead at BNZ and has been doing Agile for more years than he cares to remember. RAD in the 90s, XP in the 2000s and a magic mix of Lean UX and Agile today. He is a people geek who loves a good experiment.
Scrumdiddlyumptious & the Killjoys - Mia Horrigan - AgileNZ 2017AgileNZ Conference
With the full title 'Scrumdiddlyumptious & the Killjoys: Why Leadership, Culture and Agile Mindset are Critical for High-performing Teams', Mia will discuss a tale of two new Agile teams within the same branch working on a large-scale transformation across the enterprise.
About Mia Horrigan:
Director of Program Delivery at Zen Ex Machina, Mia is a certified Professional Scrum Trainer (PST), experienced Agile Coach and Senior Program Manager with over 15 years' senior executive experience leading and implementing software solutions, including digital transformations. Mia has been working with Agile teams for over 10 years and is an experienced Product Manager and Scrum Master and has been successful in delivering business outcomes and value through successful implementation of Agile/Scrum at team and enterprise level.
Scaling Scrum Without Crushing Its Soul - Patricia Kong - Agile NZ 2017AgileNZ Conference
At the core of Scrum is the empowered self-organised team. However, when organisations scale, if they are not careful, they can disempower teams and destroy self-organisation. When they do, they don't get what they are looking for and the teams end up feeling defeated and unmotivated.
About Patricia Kong:
Patricia Kong is co-author of The Nexus Framework for Scaling Scrum published by Pearson. She is also a public speaker and mentor. Patricia is the Product Owner of the Scrum.org enterprise solutions program which includes the Nexus Framework, Evidence-based Management, Scrum Studio and Scrum Development Kit. She also created and launched the Scrum.org Partners in Principle Program.
Patricia is a people advocate fascinated by organisational behaviour and misbehaviours. She emerged through the financial services industry and has led product development, product management and marketing for several early-stage companies in the US and Europe. At Forrester Research, Patricia worked with their largest clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. She is fluent in four languages.
Shaking Leads to a Shake Up - Russel Garlick - AgileNZ 2017AgileNZ Conference
The 2016 Kaikoura quake was a traumatic event. Coming so close after the quakes in Christchurch, there is an ever-increasing demand for information and data to help protect buildings and keep them safe.
About Russel Garlick:
Starting as a lowly content migrater back in 1999, Russel has a fairly unique work history in that he's only worked at open source software companies for the past 17 years.
Moving through different roles from web developer, UX designer, BA, then Project Manager, Scrum Master and now Agile Coach, he's always subscribed to the 'release early, release often' mantra.
As Catalyst IT's Agile Advocate, he helps teams either transition to Agile or improve their Agile craft. A large part of hiss role is teaching and training which he does at work as an ICAgile Accredited Trainer and outside work as both a MTB Skills Coach for WORD and Joyride and Chairperson of Trail Fund NZ.
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
Inclusive Collaboration – How Our Differences Can Make the Difference - Aaron...AgileNZ Conference
Personality quirks, character traits, mental diversity. Technology thrives on innovation and creativity, and therefore, our industry relies upon a wide variety of people who think, react, work, communicate, interact and socialise differently.
About Aaron Hodder:
Aaron Hodder hails from Wellington where he works for Assurity Consulting to develop and deliver new and innovative testing practices to better suit the demands of modern-day software development. Aaron is a passionate software tester with a particular enthusiasm for visual test modelling and structured exploratory testing techniques. He regularly blogs and tweets about testing and is a co-founder of Wellington Testing Workshops.
Security Certification or How I Learned to Stop Worrying & Love Stories - And...AgileNZ Conference
Many organisations have created security certification and accreditation processes. While these (sometimes) worked well in large waterfall projects, the transition to Agile projects break these frameworks.
About Andrew Hood:
Andrew has been working for over 20 years in the IT Networking and Security sectors including a range of companies from tiny dot coms to major international telecommunications companies. Having moved to New Zealand 10 years ago, Andrew is now responsible for the operational IT Security for one of the largest government departments. All of this means that he believes that there is nothing new in the IT industry, just different ways of learning from the same mistakes. Occasionally he wonders if we could stop making the same mistakes in the first place and if Agile might be a way of doing so.
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
DevSec Delight with Compliance as Code - Matt Ray - AgileNZ 2017AgileNZ Conference
For too long, audits and security reviews have been seen as resistant to the frequent release of software. Auditors require access to static systems and environments, which would seem to make continuous delivery impossible. Too frequently audits are a fire drill sampling of the current state and temporary fixes are put in place to appease the compliance audit without being integrated into future releases.
About Matt Ray:
Matt Ray is the Manager and Solutions Architect for Asia Pacific and Japan for Chef. He has worked in large enterprise software companies and founded his own startups in a wide variety of industries including banking, retail and government.
He has been active in open source communities for over two decades and has spoken at, and helped organise, many conferences and Meetups. He currently resides in Sydney, Australia after relocating from Austin, Texas. He podcasts at SoftwareDefinedTalk.com, blogs at LeastResistance.net and is @mattray on Twitter, IRC, GitHub and too many Slacks.
Being truly Digital requires a fundamentally different operating system that encourages a relentless re-examination of how you do business and where the new opportunities lie. When combined with the rise of the millennial worker, many leaders are finding that they need to make significant changes to how they lead their organisations.
About Edwin Dando & Dan Teo:
For over 15 years, Edwin has helped organisations re-think how they approach work and people. Edwin is by nature a creative disrupter, constantly seeking alternative, better and often creative solutions to modern workplace challenges. In 2006, Edwin founded Clarus, a consulting firm that led the way in Agile adoption in New Zealand. Clarus was one of the first companies in the world to adopt Holacracy. It was subsequently acquired by Assurity Consulting in 2012. Edwin is now a key part of Assurity’s senior leadership team. He is a Professional Scrum Trainer and Evidence Based Management consultant with Scrum.org. He lives largely self-sufficiently on a small organic farm and is a community-focused person who donates a percentage of his time to universities to help teach future leaders Agile thinking. He also teaches programming and Design Thinking to nine-year-olds at the local primary school.
Dan is a 'change-the-world' thinker who positively influences to challenge status quo and inspires action. He has a passion for people and has played a broad role across the entire SDLC from Developer, Service Support Manager and Release Manager, Scrum Master to Agile Practice Manager. Before joining Assurity, Dan established and led a large-scale Agile practice at a Fortune 500 organisation supporting over 13 Scrum teams. Dan is a strong advocate of leadership being a multiplier of performance. He currently leads the Auckland branch of Assurity as GM – Auckland. Dan has also been nominated for the Talent Unleashed 2017 award for Most Progressive Leader, an award judged by Richard Branson and Steve Wozniak.
Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronj...AgileNZ Conference
The relationship between a coach and manager is crucial to building effective teams. Managers often don’t have the slack or flexibility to help their teams reach high performance while coaches often lack context of the challenges that teams and leaders face on a day-to-day basis.
About Martin Cronjé:
Martin is a Software Development Manager at MYOB, New Zealand with more than 17 years’ experience in the IT industry. He's passionate about working with teams to create beautiful, well-crafted software.
He previously worked in South Africa as the co-founder of nReality Systems, a software engineering consultancy firm where they coached teams ranging from hi-tech startups to large-scale enterprise IT.
He has a long career as developer and lead on projects ranging from mobile, data analytics to high-volume, mission-critical systems in government and financial sectors. The most notable projects directly affected the South African economy and democracy.
Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterf...AgileNZ Conference
Kanban's principles require us to limit WIP in order to increase flow. Yet, traditional reporting across a portfolio often takes a siloed approach, with individual projects providing individual updates against common metrics like time, cost and scope delivered. Portfolio and Program Managers, therefore, don't have a view of the WIP of the 'system' or its impact on flow.
About Suzanne Nottage:
Suzanne has worked with leaders and teams in Europe, Asia, the US and Australasia, particularly on leveraging Lean|Agile to improve delivery at portfolio level.
Her work has enabled teams to reduce WIP by 75% and failure demand by 40%, while increasing customer satisfaction (and team happiness).
Outside of work, Suzanne has also applied Agile in her triathlon training over the past eight years.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
Check out stories on VF’s “brand” new approach to global talent, a sampling of illuminating findings from the Global Leadership Forecast 2014ǀ2015, and the need for retirement management. The issue also includes articles on embracing the people side of lean in manufacturing, highlights from a survey showing how HR is perceived by business leaders, a cup of coffee with Fast Company’s Robert Safian.
Op 21/3 gaf ik een gastcollege aan de postgraduaat studenten van de richting HR van de Artevelde Hogeschool in Gent. In deze presentatie krijg je een blik achter de schermen van HR bij Wijs. Voor vragen of bijkomende info kan je altijd contact opnemen met ilse.jansoone@wijs.be.
From employee experience to human experience: Putting the meaning back into work. One of the biggest challenges we identified this year is the need to improve what is often called the “employee experience”: Eighty-four percent of our survey respondents rated this issue important, and 28 percent rated it urgent. But the concept of employee experience falls short in that it fails to capture the need for meaning in work that people are looking for. We see an opportunity for employers to refresh and expand the concept of “employee experience” to address the “human experience” at work—building on an understanding of worker as- pirations to connect work back to the impact it has on not only the organization, but society as a whole.
12 Qualities of Effective Design OrganizationsPeter Merholz
It's not enough for a team to have great designers. Great design requires a well-run team, taking care of it's organizational, managerial, and operational needs. In this presentation, I outline 12 qualities of effective design organizations, and provide tools for assessing how well your organization is performing.
TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Home Sweet Home for Change Management Change CoP Webinar May 2016Prosci ANZ
Where is the best home sweet home for Change Management? Where should it be located for it to be most effective? Playing with the Project Managers in the PMO? Hanging with the HR team? Or moving in with the IT folk?
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
This consultancy report is focused on the case of Penna Plc that is a HR solution providing company based in UK and operating internationally. The basic purpose of this report is to examine the cultural change issue that has been encountered by Penna in the wake of globalization
Similar to Breaking Through the Transformation Pain Barrier - Julie Lindenberg & David Morris - AgileNZ 2017 (20)
Automated Agility?! Let's Talk Truly Agile Testing - Adam Howard - AgileNZ 2017AgileNZ Conference
The move towards agility is an acceptance that we operate in an uncertain world. We can’t predict what will change in the future so we’ve evolved our practices toward flexibility, instead of attempting precognition. But have we evolved every practice?
About Adam Howard:
Adam Howard is the Test Practice Manager at Trade Me in Wellington, New Zealand. He is passionate about helping to evolve the way testing is perceived and performed. A regular speaker at Meetups and conferences in NZ and internationally, Adam also helps organise local WeTest Workshops and is chief design and layout editor for Testing Trapeze, a bi-monthly testing magazine. He also writes about testing on his blog and occasionally manages to be concise enough to tweet as @adammhoward.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...
Breaking Through the Transformation Pain Barrier - Julie Lindenberg & David Morris - AgileNZ 2017
1. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Breaking through the
transformation pain barrier
Fiserv
Julie Lindenberg
Director, BA and UX
David Morris
Manager, Enterprise Agile
&
2. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
The world of Fiserv Digital Channels
3. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
How we sustained change beyond the initial transformation
• Making people the center of transformation
• Successful approaches to change
• Sustaining the momentum
• Governance and metrics
4. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Making people the center of transformation
6. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Anyone can be a change agent
“Even the smallest person in
the world can change the
course of the universe”
~ Tolkien
7. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Successful approaches to change
8. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Lean change approach to transformation
KEEP CALM
and take
ONE STEP
AT A TIME
9. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Adjusting for culture and pace of change
Marshall’s rightshifting framework
AD-HOC
simple context,
start-up mode
ANALYTIC
complications,
siloed efficiency
CHAORDIC
edge of
chaos & order
SYNERGISTIC
complexities,
holistic adaptive
MINDSETS
RIGHTSHIFTING
AGILE
10. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Sustaining the momentum
11. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
CHAOS
INERTIA
SUSTAINABLE
TRANSFORMATION
Change vs stability
Need for STABILITY
DesireforCHANGE
Low High
High
Kolb’s attitude model
AD-HOC
12. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
There ideally needs to be a balance of just
enough stability for the organization to feel like it
is on firm footing combined with just enough
change to ensure they can compete.
~ Brown & Eisenhardt, 1997
14. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
It’s not as hierarchical as it looks!
PMT
CPT
Delivery Teams
Core Product Teams
(CPT)
Portfolio Management Team
(PMT)
Delivery
team
Delivery
team
Delivery
team
Delivery
team
CPT
Delivery
team
Delivery
team
Delivery
team
Delivery
team
CPT
Delivery
team
Delivery
team
Delivery
team
Delivery
team
15. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Keeping tiered teams agile
PMT
CPTCPT
anatomy of a
tiered team
Facilitator
• Cross-functional
• Self-organising
• Working agreement
• Monthly cadence
plan / review / retrospect
• Swarm on work to Done
• Definition of Ready / Done
• etc.
Dev mgr
Client ops
Support BA/UX
mgr
QA mgr
Chair
16. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Everyone’s favourite topics (governance and metrics)
17. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
Keeping governance and process lean
20. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
What was the impact?
3 fold increase in releases / year
from 7 to 17 features released in Mobiliti in the space of 1 year
Excellent customer feedback
Just a couple of years ago, I would hear
comments that the app was years behind what
our customers were wanting and what some of
our competition was providing;
that's not the case anymore.
~ HomeTrust Bank
21. FORTUNE Magazine World's Most Admired Companies®
2014 | 2015 | 2016 | 2017
“We’ve come a long, long
way, together; through the
hard times and the good.”
We have to celebrate!
@FatboySlim (1998)
JULIE
Fiserv is a US provider of financial services technology across the globe, with 23,000 employees. It is listed in the top 100 FORTUNE World's Most Admired Companies
The division we work for is Digital Channels. We develop 7 product offerings which focus on the digital consumer. David and I are based in the Auckland office, in this location we develop and support Mobile banking products. The main sites we work with are:
> Portland, Oregon
> Atlanta, Georgia
> Costa Rica
> London, England
> Bangalore and Pune, India
My associates are in all those locations with the exception of one, we are a truly global company. And to give you an idea of scale we have 14 scrum teams in Auckland and another 34 teams across the other locations, totalling 50.
People in transformation
> Emergent leadership
> Everyone can be a change agent
Successful change approach
> Incremental change
> Cultural pacing
Sustaining momentum
> Change vs stability
> How to scale autonomy and trust
Governance and metrics
> Lean governance / lean process
> Enterprise transparency and metrics
JULIE
Emergent leadership
Everyone can be a change agent
JULIE
I would like to start this talk off my telling you a personal story of what my journey has been at Fiserv and how I became an emergent leader.
To set– at the time I had been working for 18months in the Auckland office with little exposure to the wider Fiserv environment.
I was promoted into a Director role which entailed managing the BA’s across the division of Fiserv we worked for.
There was this ‘thing’ being lead out of the US called Value Delivery Transformation all I really knew was our process needed less bottlenecks and we had a week long crash course oh how to achieve this. We were good at scrum within the teams but we needed to get better at getting work to the teams and getting working software to the market.
And there was a governance group called Transformation Leadership Team (TLT) – 6 hours every week with representatives from different disciplines across Product and Development. Within a couple of weeks I had more questions than answers and I was building the confidence to ask them in front of all these stakeholders I didn’t know – why were we doing certain things, who is managing what, what timeline are we working to, how are we tracking these, wasn’t the commitment last week the BA was coming out in me and I was asking all the akward questions.
I didn't understand how we were going to be successful if we weren’t holding ourselves to account. So instead of stepping back I was brave and I moved into the space where there was a gap and saw what happened, then when nothing exploded I did it again. I built my confidence and didn’t put my discipline blinkers on, this was about all of us succeeding or failing.
Don’t get me wrong it was a hard and scary place, and it can still be sometimes. The key for me was finding partners, people I could bounce ideas off, who I could trust would listen and give me sound honest feedback, like ’yeah that makes sense’ or say ‘Julie that’s a bit crazy’.
The outcome is I have built a reputation in our division for delivering and being able to lead change. But in a positive, inspiring manner. The TLT still meets but only for 1 hour every 2 weeks and the participants are a handful of people who represent a range of disciplines.
DAVID
Julie is a great example of an emergent leader, someone who stepped into a gap and fulfilled the potential of the opportunity. Sometimes leaders like Julie emerge and sometimes we need to find and nurture them. But how do we do that?
We looked at people’s level of advocacy. How engaged and experienced they are. We had a handful of thought leaders and champions, with high engagement and experience. Mostly, though, we had to look for those with good engagement or experience and nurture them to acting as champions.
However, while it was good to find and support leaders; we didn’t want this to be a solely top-down initiative.
When we set up our teams, including the TRANSFORMATION leadership team, we didn’t discourage anyone who felt that they should be at the table.
That was 18 months ago. After a year, we worked with each team review and revise their purpose and got everyone to agree who should be core to the team to meet that purpose. This saw some roles switch to consulted or even just informed.
That was ok. It took us time, but ensured that people came on the journey. It allowed change agents to emerge. People (like Julie) who stepped up to take on responsibility in a way that naturally extended from their roles.
We also want everyone involved to know that they have a VOICE and can INFLUENCE what we do and how we do it. Via requests to the TLT.
In the last 12 months, we have had over 60 requests. Over three quarters of these have either been approved or are on hold or need more info. Only 14 have been declined.
“Even the smallest person in the world can change the course of the universe” ~ Tolkien
JULIE
Incremental change
Cultural pacing
DAVID
We are all at the AGILE NZ conference, so we know that it is inherently risky to change everything in our products at once. Big batches are more prone to failure, and if they do fail, the impact is much larger.
Transforming how we operate, shifting mindset and behaviours, is a HUGE change. People are inherently complex. Unless we are in crisis, all the evidence points to rolling out something that impacts everyone / everywhere / at the same time will NOT WORK.
There is still too much of the one-size fits all approach to change. The old LEWIN unfreeze / change / refreeze mentality is still rife. Especially in larger organizations and the big consultancies.
You’d think it would be obvious. If we are trying to achieve agility in how we operate our businesses, we should take a similar approach in how we manage the change.
This means breaking large change down into smaller increments. Minimum Viable Change that we can complete within THREE months. Break that down into smaller SAFE-TO-FAIL steps that can be completed in no more than a month.
Inspect and adapt. Rinse and repeat.
EXAMPLE
Central 90-day coaching plan shifted to individual improvement backlogs per team.
DAVID
We also need to recognise that not everyone starts from the same place. Not everyone has the same distance to cover. Some may not even have the same end destination. Some will be able to move faster than others.
Based on Schneider’s culture model and Marshall’s rightshifting framework, we need to understand people where they are at right now, as well as when, how far, and how fast they should move.
Thinking about our multiple locations and products: while a small handful were in the AD-HOC space, most were in the ANALYTIC space with a culture of CONTROL (i.e., optimized for working in a regulated industry and ensuring we followed our processes).
In order to continue delivering a quality product, while responding better to changing market needs, we needed to shift them more into the SYNERGISTIC space and encourage a greater degree of COLLABORATION.
Agile values, principles, and practices are key to this shift.
Some were more ready for this transformation than others, so we had to pace the change, and breaking it into smaller increments definitely helped with this.
I call this CULTURAL PACING. One of the main findings from my masters research.
JULIE
Sustaining change and stability
Autonomy and trust scale
JULIE
When the transformation kicked off it was overall going to be a big change for the organisation in terms of culture and process shift.
. At that time we were sitting in the Inertia stage, we needed to be stable, we are a finance company after all, and while there was a desire for something to change, but there were blockers, which was resulting in a low desire to change.
It required the organisation to change process but more importantly it required people to change their mindset. In many ways – the key to which was being Agile. Be transparent - don’t hide issues, work together – don’t throw items over walls and, small regular releases will be better.
But we didn’t get it right the first time and know, that you won’t. Everything cant be planned in advance and that is part of the change. There needs to be continual improvement.
At times I heard can we stop making changes, lets be stable, my team is change fatigued. This is a statement I struggled with, I get major change can cause change fatigue and sustaining the change is key but we should always be looking for small incremental changes;
the environment changes; we learn and we need to keep evolving. We can’t sit idle.
Change is not about reaching a destination it’s about moving forward.
So where in the model are we now? Well we still need stability but not as much, it’s not rigid. And our desire to change is higher. We know there can be a better way.
JULIE
The quote sums it up nicely – we need enough stability to create a level of certainty, but enough change to adapt as circumstances do.
And a word of warning: I mentioned the transformation required people to change their mind set from telling, hiding issues or ducking. You might think people have got it but when under pressure or under stress a handful of people will default back to their comfort zone of how they used to operate. Let me give you a personal example before joining Fiserv I worked in organisations where I was the leader I would tell people want to do and they would action those requests. That is far from my management style now, but when I am time precious I catch myself reverting back to the telling state of “can you do it like this”, and it’s been 3 years since that was my default style.
JULIE
When we started we were in a place where many decisions were made by executives in locations across the world with only selected members of staff present. It was unclear when the decision was being made and what the conversation or outcome of the meeting was. Different disciplines were represented but often not by those who knew the details and the implications of decisions being made.
Our transformation turned all this on its head.
JULIE
We introduced a tiered decision making body – now I know that sounds very hierarchal and it is true there are some groups or ‘teams’ that make decisions and others don’t, but it works.
To set some context the Portfolio Management team makes investment decisions for a product – what should we build, when, how long will it take, what resourcing do we need and how will quality be defined. The Directors and Lead Product Managers sit at this tier.
The CPT then breaks this work down into features, talks about practical implications such as assumptions and escalations. They bring org impediments or competing priorities to the PMT. The Managers sit at this tier.
So how can this new team construct work and how does something that appear hieratical work?
Firstly they need to be autonomous. The team has a clear understanding of what they are responsible for and what they own. This means PMT members need to back off, they don’t need to know all the detail – sure they can ask questions to build their understanding and have confidence they can trust the CPT – don’t be blind there does need to be transparency and both groups need to understand what each other want – understand their stakeholder needs (we are still working through that), this leads to the second point they need to TRUST. In return the CPT members need to learn to step in, the PMT is not going to pick up the missing pieces the CPT needs to own it, its there responsibility.
There also needs to be clear expectations with both groups – what does good look like.
How each PMT and CPT has achieved this varies and depends on culture. For one product we ask the CPT to provide an update on the health of their product releases in another product they have a monthly sync where both the PMT and CPT share what they are working on and what support they need from each other.
DAVID
And in case you were concerned at all, to help keep this structure lean and agile, we built the teams on the same principles as scrum delivery teams.
WHO:
> Each teams has a Chair, who acts like the PO on a delivery team – key decision point around prioritising the work and accountable for value delivered according to investment made
> Each team has a Facilitator, who acts like SM on delivery team – lean / agile expert who can orchestrate the work and provide situational coaching to their team
> Team is cross-functional, with all the skills and influence required to make decisions and get work delivered
WHAT/HOW:
> Self-organizing / autonomous, within constraints
> Joint purpose, working agreement
> Definition of Ready and Done, for the PMT on Epics, and for the CPT on Features
> Work on a monthly cadence
> Plan their work a month ahead
> Meet twice per week to synchronize and re-plan if required
> Once per month review progress with stakeholders
> Once per month hold a retrospective
> In between, swarm on work to get it done – preparing the roadmap, making investment decisions, checking launch readiness, handling impediments escalated from the delivery teams, etc.
JULIE – change context (to avoid David continuing to talk and blurring the shift)
Lean process / lean governance
Enterprise transparency and metrics
DAVID
We needed to replace tired / brittle / rigid / over-planned process.
Done with good intent, this still risks becoming overgrown and slowing everything down.
Alastair Cockburn said that every product delivery process runs at the speed of its decision-making.
We need to stay focused and ensure that we keep it lean. Whenever we add anything, we always try to see if there is something else we can remove.
EXAMPLES:
-- data vs document – get it from VersionOne
Over time, this has become more and more respected and better used. Initially, we had less than 1% compliance with the process. A couple of months back we achieved the highest compliance yet, 85%. It has dropped back a little now, as we have more products and more teams starting their journey.
JULIE
In the Autonomy and Trust section I mentioned transparency and the PMT wanting an understanding of how the product delivery was performing, Metrics is one of the measures we use to achieve this.
On a personal note I am not a fan of metrics mainly because I am a people person and not a number person. A VP at work recently said to me, “Julie as a leader in the org do you think you should care about metrics”? To which my answer was “yeah you are probably right”. So lets just say some of us love these metrics and others not as much. But regardless of whether we like them or not they tell a story.
Now when the metrics were first published, there were many sad but mainly angry people, those metrics are wrong that is not what is going on. Sadly for all metrics don’t lie, well mostly, and actually it wasn’t that the products weren’t performing, a large portion was the data was wrong. It has actually taught us a very valuable lesson because we are pulling data straight from the tool where work is managed by the PMT, CPT and Delivery teams, we could start to unpick where the problems lied.
In terms of what we report there are defined metrics which are a combination of a SDPI white paper which recommends Metrics to provide transparency into performance, standards, and expectations and what leaders in the the organisation would like to measure. There are measures are rolled by to a Division level and rolled down to a CPT level.
So how do these metrics get reported and actioned on: there are several touch points.
1. They are published to the Extended leadership team,
2. They are reviewed between the PMT and CPT to look at the latest figures and the trends we are seeing, this often leads to questions and more follow-ups being required.
3. A monthly call is held where the extended leadership team is on the call and each leader owns a section of the scorecard and is expected to talk and represent the data (accountability).
Still struggling with PMTs and CPTs taking ownership – why does it matter? – why should we care?
JULIE
1 release a year per 7 products, now more than 20 releases a year, which is a 3 fold increase.
We did this while increased the number of features to the market, while introducing technology complexity but yet the results have still been very positive.
In May 2016 Mobiliti lagged all direct competitors in battleground functionality, in April 2017 Plugin a key part of MoRASP’s competitive “leapfrogging” from 7 to 17 features
Our customers were happy with us, we were delivering when we said we would and more often, with great quality
DAVID
Made people the center of transformation
Encouraged everyone to be a change agent
Adopted a lean change approach
Paced it according to readiness
Sustained it, balancing stability with change
Scaled autonomy and trust
Kept the process as lean as possible
Ensured transparency
We’ve come a long way. Seen a lot of change. Always challenge ourselves to do better, which leads to continual tensions (at edge of chaos), which means we continue to adapt.
With what we’ve learned now, would we have done it the way we did? No. But we had to go through those experiences.
JULIE
SUPER PROUD.
Oh, and Fiserv is awesome!