Show up. Practice Wholeness.
Discern Patterns. Gain Clarity.
Temenos helps you move forward to a Teal organisation as Fred Laloux talked about in his keynote.
My Agile Suitcase at Agile 2013 in NashvilleMartin Heider
Slides of session at Agile 2013 conference in Nashville. It was facilitated by Martin Heider with Pecha Kuchas of Arlo Belshee, Johanna Rothman, Michael Sahota, David Hussman & Bernd Schiffer presenting their Agile Suitcases they would bring to waterfall island.
How to Use your Emotions - Scrum Gathering Belgrade 2021Olaf Lewitz
Emotions. We all have them, we don't always acknowledge or like them. Surprisingly, emotions were not actually invented by some higher being to embarrass human beings: no, they evolved as an important messaging system in our brains and bodies, to help us survive and thrive.
In organisations that change, emotions are key to understand safety and engagement, motivation and resistance. As leaders, we need to use our own emotions to our advantage - instead of repression or feeling overwhelmed. We also need to understand the emotions of the people around us, to help guide our own actions. Since in today's organisations, anyone is called to be a leader, this topic is essential for everyone.
In this practical and engaging talk, Olaf will give you a general framework to understand and regulate emotions, as well as specific advice for those emotions that matter most in the workplace - specifically in an agile context.
TrustTemenos CAL - Certified Agile LeadershipOlaf Lewitz
Leading with Intention - Reflect and Improve your leadership!
Overview of the courses we offer with the Scrum Alliance Certified Agile Leadership program.
If agile is the solution i want my problem backOlaf Lewitz
Many people are complaining about the state of agile.
We read about “fake agile”, “dark scrum” and “scaling problems”. Culture is what we call our main excuse for why it’s not working, and apparently many people have the “wrong mindset”.
Let’s look at the common problem here: we tend to treat agile (or one of its flavours like Scrum or Kanban) as a solution. We are fighting about processes and tools, often ignoring that it’s all about the people …
Let’s pause. Pauses are powerful elements of music - let’s use one to calm down our minds. Connect to our senses and contexts and to what we really want.
Then we continue to play. Dissonance and harmony, tension and resolution, leadership and work. Trust. Respect. Openness. Courage. Focus. Commitment.
Let’s see where we end up moving forward. Expect to be surprised.
OOP 2020 Wenn Agil die Lösung ist dann hätte ich gerne mein Problem zurückOlaf Lewitz
"Ehrlich. Überraschend. Hoffnungsvoll,"
(Ein Zuhörer im Februar 2020 nach dem Vortrag)
Nach etwa 20 Jahren agiler Praxis frage ich mich, wie weit sind wir gekommen?
Einige Firmen scheinen eine "agile DNA" zu haben, da geht fast alles.
In anderen werden Menschen zu ihrem Glück gezwungen und wollen gar nicht.
Fast überall geht es vor allem um Prozesse und Tools ...
Olaf wird liebevoll, unterhaltsam und schonungslos mit Euch darauf schauen, was eigentlich geht und was nicht, und wie wir die Dinge vielleicht doch noch besser machen können.
A presentation outlining how I run/host "Certified Agile Leadership" courses/programs. Target Audience: Leaders and decision makers in organisations who are curious about how this CAL is different from other offerings in the market.
Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven’t gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships – the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don’t like?
In this talk, you’ll reflect on and decide how you want to show up and make progress – or lead towards progress – in these difficult and ambiguous times.
School of Product Ownership: Own Your Product as if it MatteredOlaf Lewitz
What difference do you want your product to make?
What difference does you owning it make?
What kind of value do you create for the stakeholders?
How is your product making the world a better place for your grandkids?
How are you catalysing learning in your product organisation?
How do you integrate value creation, learning, and fun when developing your product?
Some of these questions have more obvious answers than others. Olaf will guide you through these and more so that you gain clarity in why you own your product the way you do - and how you may want to change it. It’s all about the difference you want to make.
Intention is everything. Ignorance may kill you.
My Agile Suitcase at Agile 2013 in NashvilleMartin Heider
Slides of session at Agile 2013 conference in Nashville. It was facilitated by Martin Heider with Pecha Kuchas of Arlo Belshee, Johanna Rothman, Michael Sahota, David Hussman & Bernd Schiffer presenting their Agile Suitcases they would bring to waterfall island.
How to Use your Emotions - Scrum Gathering Belgrade 2021Olaf Lewitz
Emotions. We all have them, we don't always acknowledge or like them. Surprisingly, emotions were not actually invented by some higher being to embarrass human beings: no, they evolved as an important messaging system in our brains and bodies, to help us survive and thrive.
In organisations that change, emotions are key to understand safety and engagement, motivation and resistance. As leaders, we need to use our own emotions to our advantage - instead of repression or feeling overwhelmed. We also need to understand the emotions of the people around us, to help guide our own actions. Since in today's organisations, anyone is called to be a leader, this topic is essential for everyone.
In this practical and engaging talk, Olaf will give you a general framework to understand and regulate emotions, as well as specific advice for those emotions that matter most in the workplace - specifically in an agile context.
TrustTemenos CAL - Certified Agile LeadershipOlaf Lewitz
Leading with Intention - Reflect and Improve your leadership!
Overview of the courses we offer with the Scrum Alliance Certified Agile Leadership program.
If agile is the solution i want my problem backOlaf Lewitz
Many people are complaining about the state of agile.
We read about “fake agile”, “dark scrum” and “scaling problems”. Culture is what we call our main excuse for why it’s not working, and apparently many people have the “wrong mindset”.
Let’s look at the common problem here: we tend to treat agile (or one of its flavours like Scrum or Kanban) as a solution. We are fighting about processes and tools, often ignoring that it’s all about the people …
Let’s pause. Pauses are powerful elements of music - let’s use one to calm down our minds. Connect to our senses and contexts and to what we really want.
Then we continue to play. Dissonance and harmony, tension and resolution, leadership and work. Trust. Respect. Openness. Courage. Focus. Commitment.
Let’s see where we end up moving forward. Expect to be surprised.
OOP 2020 Wenn Agil die Lösung ist dann hätte ich gerne mein Problem zurückOlaf Lewitz
"Ehrlich. Überraschend. Hoffnungsvoll,"
(Ein Zuhörer im Februar 2020 nach dem Vortrag)
Nach etwa 20 Jahren agiler Praxis frage ich mich, wie weit sind wir gekommen?
Einige Firmen scheinen eine "agile DNA" zu haben, da geht fast alles.
In anderen werden Menschen zu ihrem Glück gezwungen und wollen gar nicht.
Fast überall geht es vor allem um Prozesse und Tools ...
Olaf wird liebevoll, unterhaltsam und schonungslos mit Euch darauf schauen, was eigentlich geht und was nicht, und wie wir die Dinge vielleicht doch noch besser machen können.
A presentation outlining how I run/host "Certified Agile Leadership" courses/programs. Target Audience: Leaders and decision makers in organisations who are curious about how this CAL is different from other offerings in the market.
Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven’t gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships – the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don’t like?
In this talk, you’ll reflect on and decide how you want to show up and make progress – or lead towards progress – in these difficult and ambiguous times.
School of Product Ownership: Own Your Product as if it MatteredOlaf Lewitz
What difference do you want your product to make?
What difference does you owning it make?
What kind of value do you create for the stakeholders?
How is your product making the world a better place for your grandkids?
How are you catalysing learning in your product organisation?
How do you integrate value creation, learning, and fun when developing your product?
Some of these questions have more obvious answers than others. Olaf will guide you through these and more so that you gain clarity in why you own your product the way you do - and how you may want to change it. It’s all about the difference you want to make.
Intention is everything. Ignorance may kill you.
Leading with/in Tension Agile in the City BristolOlaf Lewitz
Movement and drive come from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working - and the only things we can rely on are relationships - with the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do we lead with (or in) tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Leading with/in Tension - Agile Prague Olaf Lewitz
Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships - the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this talk, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Agile Day Riga: How does a Technical Guy become an agile Leader?Olaf Lewitz
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Agile Serbia 2018 - How does a technical guy become an agile leader?Olaf Lewitz
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader.
Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change?
Olaf Lewitz is a speaker on the Epic stage at the 3rd Agile Serbia Conference. In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Organisational Neurobiology and Fitness - Agile 2017Olaf Lewitz
Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research.
When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
A new version with an awareness-building, silent introduction.
“We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy.
A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others.
This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves.
Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun.
I will take you through the organisational capabilities that increase surprisability:
- a clear sense of identity (we know who we are)
- a clear sense of purpose (we know what we want)
- freedom: we are powerful beings, able to make good decisions
- agility: challenging how we do things by focusing on why we do them
- presence: letting go of anger and guilt from the past and anxiety about the future
- courage in the face of uncertainty and ambiguity
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
n the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?Olaf Lewitz
Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.
Testers have talent, intuition and skills for challenging systems, and the assumptions and expectations driving those systems.
Let's apply those skills outside software and change our organisations and change the world!
Change starts with me.
Agile Führung: Wir wissen nicht was wir tun. ALN16Olaf Lewitz
Eingesprungen für einen ausgefallenen Vortrag.
Wenn wir wollen, dass Mitarbeiter Verantwortung übernehmen, muss diese jemand abgeben. Solange wir Chefs mit dem Anspruch betrachten, dass sie alles wissen, werden Unternehmen sich nicht wandeln.
Wie Visualisierungen uns die Augen Öffnen OOP 2016Olaf Lewitz
Visualisierungen helfen uns, im Alltag dort hinzuschauen, wo wir sonst etwas übersehen, wir uns unsicher fühlen oder wo es wehtut. Visualisierung sehen wir alle, und gemeinsam sind wir mutiger und aufmerksamer! Warum sind Visualisierungen effektiv? Welche Tools sind für welche Situationen geeignet? Wir stellen verschiedene Werkzeuge und Tools vor, die ein gemeinsames Handlungsbewusstsein erzeugen. Wir machen uns bewusst, was gute Visualisierungen in unserem Geist bewirken. Einige davon probieren wir gleich aus.
Wir benutzen im agilen Umfeld so viele Visualisierungen und reden auch prominent von der Wichtigkeit von "Information Radiators" - wenigen ist klar, warum das eigentlich so wichtig ist. Wir sind kürzlich über die Information gestolpert, dass unser visueller Kortex (weil er evolutionär viele Millionen Jahre älter ist und die Natur Zeit zum Optimieren hatte) um Größenordnungen schneller und energiesparender im Zugriff ist als unser Sprachzentrum. Das hat uns neugierig gemacht, und wir haben uns mit der Neurobiologie von Individuen und Gruppen näher beschäftigt.
Unsere Erkenntnisse erklären, warum bestimmte agile (oder auch klassische wie Modellierung am Whiteboard) Visualisierungen hilfreich sind. Mit diesem Wissen steigt die Motivation, Visualisierungen im Alltag einzusetzen. Die Teilnehmer können diese Methoden gezielter anwenden und verbessern.
Trust is a subjective quality of a situation. It’s messy, situational and contextual. How can we make sense of it? How can we improve it? And: what impact would that have? Take away practical answers to these questions. Olaf boldly labeled himself the Trust Artist three years ago, starting a journey of curious discovery while helping to increase trust and confidence in people and systems. Now he’s ready to share what he’s learned. Integrating common sense, neurobiology and complexity science, experience how to work with trust.
Trust is often explained as something hard to build and easy to lose. I have found a more helpful perspective. We always have trust: I may trust you to do as you say, or trust you to lie to me - both are qualities of a situation and a relationship.
I will explore the different variants of trust in my talk that are relevant in business:
Confidence and how that effects choices we make, how we show up, how much of our creative potential we bring to work.
How culture can encourage confidence or dampen it, and how leadership choices set examples and boundaries for the choices of others.
Last but not least, how trust leads to clarity of intent - and how clarity of intent is a necessary condition for clarity of design.
The session will contain interactive exercises that people can take away and use at work or at home the next day. Practical methods to understand, assess and increase trust.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. we are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
Integral Quality Agile Testing Days 2015Olaf Lewitz
Conway’s law states that every system is as great as the organisation that created it. We want our systems to have quality on all levels. We want them to be functional, performant, usable and useful. And we want them to be successful. How do we create organisations which reliably create awesome software, delighting customers?
Olaf offers an integral view at software and systems quality. Learn how the level of consciousness your organisation operates from determines your effectiveness and quality. Take away how to start shifting that level next Monday.
Integral Quality - LeanKanban France 2015Olaf Lewitz
Conway’s law states that every system is as great as the organisation that created it. We want our systems to have quality on all levels. We want them to be functional, performant, usable and useful. And we want them to be successful. How do we create organisations which reliably create awesome software, delighting customers?
Olaf offers an integral view at software and systems quality. Learn how the level of consciousness your organisation operates from determines your effectiveness and quality. Take away how to start shifting that level next Monday.
Leading with/in Tension Agile in the City BristolOlaf Lewitz
Movement and drive come from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working - and the only things we can rely on are relationships - with the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do we lead with (or in) tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Leading with/in Tension - Agile Prague Olaf Lewitz
Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships - the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this talk, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
Agile Day Riga: How does a Technical Guy become an agile Leader?Olaf Lewitz
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Agile Serbia 2018 - How does a technical guy become an agile leader?Olaf Lewitz
Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader.
Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change?
Olaf Lewitz is a speaker on the Epic stage at the 3rd Agile Serbia Conference. In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
Organisational Neurobiology and Fitness - Agile 2017Olaf Lewitz
Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research.
When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
A new version with an awareness-building, silent introduction.
“We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy.
A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others.
This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves.
Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun.
I will take you through the organisational capabilities that increase surprisability:
- a clear sense of identity (we know who we are)
- a clear sense of purpose (we know what we want)
- freedom: we are powerful beings, able to make good decisions
- agility: challenging how we do things by focusing on why we do them
- presence: letting go of anger and guilt from the past and anxiety about the future
- courage in the face of uncertainty and ambiguity
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
n the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?Olaf Lewitz
Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.
Testers have talent, intuition and skills for challenging systems, and the assumptions and expectations driving those systems.
Let's apply those skills outside software and change our organisations and change the world!
Change starts with me.
Agile Führung: Wir wissen nicht was wir tun. ALN16Olaf Lewitz
Eingesprungen für einen ausgefallenen Vortrag.
Wenn wir wollen, dass Mitarbeiter Verantwortung übernehmen, muss diese jemand abgeben. Solange wir Chefs mit dem Anspruch betrachten, dass sie alles wissen, werden Unternehmen sich nicht wandeln.
Wie Visualisierungen uns die Augen Öffnen OOP 2016Olaf Lewitz
Visualisierungen helfen uns, im Alltag dort hinzuschauen, wo wir sonst etwas übersehen, wir uns unsicher fühlen oder wo es wehtut. Visualisierung sehen wir alle, und gemeinsam sind wir mutiger und aufmerksamer! Warum sind Visualisierungen effektiv? Welche Tools sind für welche Situationen geeignet? Wir stellen verschiedene Werkzeuge und Tools vor, die ein gemeinsames Handlungsbewusstsein erzeugen. Wir machen uns bewusst, was gute Visualisierungen in unserem Geist bewirken. Einige davon probieren wir gleich aus.
Wir benutzen im agilen Umfeld so viele Visualisierungen und reden auch prominent von der Wichtigkeit von "Information Radiators" - wenigen ist klar, warum das eigentlich so wichtig ist. Wir sind kürzlich über die Information gestolpert, dass unser visueller Kortex (weil er evolutionär viele Millionen Jahre älter ist und die Natur Zeit zum Optimieren hatte) um Größenordnungen schneller und energiesparender im Zugriff ist als unser Sprachzentrum. Das hat uns neugierig gemacht, und wir haben uns mit der Neurobiologie von Individuen und Gruppen näher beschäftigt.
Unsere Erkenntnisse erklären, warum bestimmte agile (oder auch klassische wie Modellierung am Whiteboard) Visualisierungen hilfreich sind. Mit diesem Wissen steigt die Motivation, Visualisierungen im Alltag einzusetzen. Die Teilnehmer können diese Methoden gezielter anwenden und verbessern.
Trust is a subjective quality of a situation. It’s messy, situational and contextual. How can we make sense of it? How can we improve it? And: what impact would that have? Take away practical answers to these questions. Olaf boldly labeled himself the Trust Artist three years ago, starting a journey of curious discovery while helping to increase trust and confidence in people and systems. Now he’s ready to share what he’s learned. Integrating common sense, neurobiology and complexity science, experience how to work with trust.
Trust is often explained as something hard to build and easy to lose. I have found a more helpful perspective. We always have trust: I may trust you to do as you say, or trust you to lie to me - both are qualities of a situation and a relationship.
I will explore the different variants of trust in my talk that are relevant in business:
Confidence and how that effects choices we make, how we show up, how much of our creative potential we bring to work.
How culture can encourage confidence or dampen it, and how leadership choices set examples and boundaries for the choices of others.
Last but not least, how trust leads to clarity of intent - and how clarity of intent is a necessary condition for clarity of design.
The session will contain interactive exercises that people can take away and use at work or at home the next day. Practical methods to understand, assess and increase trust.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. we are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
Integral Quality Agile Testing Days 2015Olaf Lewitz
Conway’s law states that every system is as great as the organisation that created it. We want our systems to have quality on all levels. We want them to be functional, performant, usable and useful. And we want them to be successful. How do we create organisations which reliably create awesome software, delighting customers?
Olaf offers an integral view at software and systems quality. Learn how the level of consciousness your organisation operates from determines your effectiveness and quality. Take away how to start shifting that level next Monday.
Integral Quality - LeanKanban France 2015Olaf Lewitz
Conway’s law states that every system is as great as the organisation that created it. We want our systems to have quality on all levels. We want them to be functional, performant, usable and useful. And we want them to be successful. How do we create organisations which reliably create awesome software, delighting customers?
Olaf offers an integral view at software and systems quality. Learn how the level of consciousness your organisation operates from determines your effectiveness and quality. Take away how to start shifting that level next Monday.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.