Christina focuses on the heart of where agile practices and principles can really take effect: the development teams. The presentation look at the key elements of agile and how building stable, solid, and empowered teams can positively infect and disrupt organisations, bringing about a change in working practices and, more broadly, a shift in company culture. Ultimately offering key takeaways and ways of working to help drive change within your own teams and organisations.

1. Join the conversation
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Agile in the real world
IT REALLY IS ABOUT EMBEDDING FROM THE TRENCHES

2. ‘The Scrum Master and a glass of wine’
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3. Working in teams, especially agile teams, is about
building relationships, trust and empathy
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4. But in many organizations, we still see a lot of
command and control
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5. With technology being in a contestant state of flux
and the increase in competition, organizations
really need to change their ways of working
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6. And they need their teams on the ground to help
them adapt and make this happen
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7. Agile in the real world
IT REALLY IS ABOUT EMBEDDING FROM THE TRENCHES
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10. We live in a world where technology is overturning
industries at a blinding speed
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11. For many organizations, keeping up - let alone
getting ahead - is a business critical concern
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12. The urgent need to adapt to new ways of working
is a necessity, especially in the retail sector
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13. And…at the same time still needing to keep
delivering value for the business and its customers
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14. Let’s take a moment to think about this…
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15. ‘Adapt or die!’
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16. So what’s the answer this problem?
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‘Let’s do Agile!’

18. ‘agile transformation’
~
‘agile ways of working’
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19. Being agile is having the ability to respond to
change in order to succeed in an uncertain and
turbulent environment
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20. Agile Software Development is about delivering
software (business value) iteratively instead of
delivering it all at once at the end
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21. ‘agile manifesto’
~
‘agile principles’
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A public declaration
of policy and aims
A rule or belief
governing one's
behaviour

22. It’s all about delivering value early and often!
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23. However…
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24. Understanding the theory is easy, putting it into
practice is complex…...especially when we talk
about transformation!
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25. And so, ‘Agile’ has become a buzz word…
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Did you notice
my capital A?

26. …and many organizations have failed to
understand, implement and embed it
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27. No
Autonomy
Fear
of failure
Lack
of stability
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28. 1
‘How do I help
change my
organization?’
‘Where would I
even think about
starting?’
‘How can I get
my team(s) on
board?
2 3
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29. You don’t always have to start from the top down!
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30. dan pinks stuff
Dan Pink’s ‘3 aspects of motivation’:
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31. Empower
your teams
Encourage
failing fast
Build in
stability
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32. Focus on the ‘power of doing’ and embed actions
from the bottom up
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33. Empower
your teams
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34. ‘Tell me and I forget, teach me and I may remember,
involve me and I learn’
~ Benjamin Franklin
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35. Stop the command and control and
let teams figure things out
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36. Let teams drive their own commitments and let
them fail every once in a while
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37. Empower
your teams
Encourage
failing fast
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38. ‘If you aren’t making any mistakes, it’s a sure sign
you’re playing it too safe’
~ John Maxwell
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39. Build a safe to fail environment and encourage
teams to experiment!
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40. Make sure you know exactly when you have failed
and use it to generate new knowledge!
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41. Empower
your teams
Encourage
failing fast
Build in
stability
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42. ‘Stop starting and start finishing!’
~ Henrik Kniberg
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43. Manage your Work In Progress (WIP) limits
and maintain focus
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44. Build communities of practice
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45. Make real teams!
Autonomous, resilient and stable
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46. And soon you’ll find that you’re not the one pouring
the wine into the glass anymore
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47. Thank you!
Join the conversation
twitter.com/ctohanian
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