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These models give us the ability to see where things are now and where we are focusing our efforts, although some have their flaws.
What we need is a step by step approach for changing the culture that works every time.
One successful approach is the Leadership -> Structure -> Culture model that I developed last year. This model is based upon my own experience and learning from the people who have spoken/taught at AWA over the last few years.
The model has multiple levels of explanation and I cover this in detail in my training classes. In this article, I will cover the necessary steps to put this into practice and show you the model as a set of diagrams.
The model is a step by step approach that changes the dynamics of the reinforcing loop that holds the status quo in place. The reinforcing loop can be shown to be:
Leadership hold the power to change the structure. They will only change structure based on their own beliefs about the problems they face and the solutions that seem practical and reasonable.
Structure holds Culture in place. (See Larmans Laws). Without a change in structure, there is little hope of culture change where the numbers of people are greater than about 80.
Culture cannot be changed directly. Culture as described by Schneider, is ‘the way we do things around here’. In this article we are discussing changing the way we do things because that is the role of the agile/organisational design coach.
Leadership are generally under pressure. If the leadership are not under pressure, there will be no burning desire for change and no urgency. Change is unlikely if leadership are not under pressure.
This model assumes there is pressure on leadership to succeed.
In my classes, we run exercises on what this pressure is in modern organisations. To summarise at a very high level, this pressure comes from Market Forces and Internal Politics.
Step 1 – Listen to leadership.
No one cares about Agile. What leaders care about are results. Without being able to listen to leadership we can’t hear what their problems are. We cover deep listening skills on most of the classes we run at AWA, specifically on our coaching for team agility. We cover how to engage and communicate with leadership to help them derive their real challenges on both the Enterprise Agility Masterclass and the Coaching for Enterprise Agility class.
Once we have defined the real business challenges, we can now help to optimise the organisation to solve those problems. You do not define these challenges, leadership do. We are not doing Agile for Agile sake, but instead making organisations more effective by using some of the elements from Agile/Lean etc.
Step 2 – Optimise the whole
Using the real business challenges identified in Step 1, we optimise the structural elements of the organisation to generate the right results.
In product or service organisations this is done via the product teams. We cover this in our Product class and the Enterprise Agility Masterclass.
There are multiple techniques for structural reform such as Community of Practices, Self-organising teams, and large-scale facilitation techniques. It doesn’t have to be a dissolving of the formal hierarchy.
Structural change can be done incrementally as ‘safe to learn’ experiments following a Lean StartUp or Action Research approach. We teach these techniques on the Coaching for Enterprise Agility class.
Step 3 – Measure primary and output focused metrics
Each change we make should improve our ability to deal with the real business challenges identified in step 1. If it doesn’t, or our ability is impeded, it didn’t work, and we need to try something else.
We won’t know if it worked or not unless we can measure it. Measuring something is a statement of intent.
Measuring how Agile we are, or how many teams have ‘gone agile’, or what practices we are doing, or how well we are doing those practices, has totally missed the point! Remember, as leaders, we don’t care about Agile, we care about business results. We don’t measure proxy variables.
Step 4 – Include everyone
This might sound like a top-down approach. This is true. But it is not the whole picture. Top-down approaches won’t work on their own. Everyone MUST be included to shape and take ownership of their own destiny.
What we do want is active participation and self-organisation in solving real business problems. To include everyone, we need facilitation techniques that allow everyone involved in the structure or process, to participate in its co-creation.
In the Coaching for Enterprise Agility class, we experience how this works and how to create ownership of the problem, the solution, and business results. We use techniques like modified versions of Open Space, Future Search, and World Café for large facilitation, and techniques like ADKAR and Professional Coaching to help individuals with their own journey of seeing their work and organisation in a different way and to bring alignment.
Step 5 – Accountability
Accountability can only happen with ownership (see step 4). Accountability is done through reinforcement by the celebration of real business results. We know what these are because we are actively measuring them in step 3.
Everyone is rewarded by results. This doesn’t have to be cash. There are multiple possibilities for rewarding.
Not included in the steps are elements which are built into the overall approach. For completeness I mention them here:
Start with where we are now
The mindset of experimentation and continuous incremental improvement
Professional Coaching to bring an individual’s behaviour in line with their own goals
Constructivism and using story-telling to change shared reality and mind-sets
Positive manifestation of solutions using things like Appreciative Enquiry
Multiple stakeholder balance
This process is incremental and repetitive. It never ends. Small management improvement cycles tuned in to real business problems and solutions with everyone engaged.
Putting it all together
Organisational change takes years. However, it doesn’t take long to make a meaningful impactful change that improves our ability to get real business results.
If you want to learn more about this approach, for AWA to help your organisation, or to be able to use them yourself, please get in touch or come along to my classes.
What We Learned at Our 1st World Retrospective Day Retro
To mark the world’s first “world retrospective day” we teamed up with the #play14 London team to run a retrospective on the AWA community. We hadn’t done something like this before so we were extremely excited to see how the evening would play out and discover new ways of growing and improvement. The results are interesting, probably useful for all meetup groups. Keep reading to learn more!
Warm up: Live Twister
Warm up: Sergeant Major
Game: Learn to Kata
Exercise: This guy, That guy
Exercise: Thinking inside the box
Exercise: Train Kata
Cool down: Rain
This Guy, That Guy
Before this event, we didn’t have a code of conduct. Nothing has really happened at any of our meetups (as far as we are aware) to cause us to think “oh yeah we really need one.” #Play14’s is quite simple “Don’t be an Asshole” which is cool and to the point. Anyway, we used “This Guy, That Guy” to retro community culture with the aim of co-creating a code of conduct, or the beginnings of one at the very least. Elle did a fab job of facilitating 2 large boards to collect the different behaviours. The object, to think about the kind of positive behaviours and negative behaviours that community members may experience. We added positive behaviours to This Guy as in “we want to be like this guy” and negative behaviours to “That Guy” ie “we don’t want to be like that guy”. Resulting in a pretty big picture of what people felt were good and bad behaviours.
This retro is a useful way to get people to think about behaviours that help or hinder a team, without calling out specific people/times which can be very damaging to a team. In this way we can draw on experiences to create a charter of behaviours that are important.
During the data gathering exercise we reviewed the different ideas and grouped the behaviours together to build out code of conduct statements.
Here’s what we have so far.
What do you think could be added to make the kind of code of conduct you want?
For this exercise we wanted to find out people’s favourite and least favourite meetups so we could better understand what topics and formats are of most value to people. Thinking inside the box is an ideation technique that can be used for brainstorming and is particularly useful if a group or team is stuck on a problem. It has been proven that people are able to generate more ideas when they are given a frame or something to relate to.
Which would a person find easier to answer?
What’s not working well? or
How could our team improve their Quality?
People find answering specific (inside a box) Questions – 4 times more effective for idea generation. During the WRD we used this technique combined with a quiet reflective writing exercise. Learn more about this technique here
One of the two types of forms we used for thinking inside the box (the other form asked “what was your least favourite meetup)
Philiy then used the 6 boxes facilitation technique to gather the data in an easy to consume format.
The key trends from this retro were:
mostly people wanted to feel inspired and have something they could take away from the session
Favourite meetup made people feel like they wanted to learn more about the subject, the speaker and felt empowered and happy about the work they do!
Least favourite meetups made people feel like the content didn’t reflect what happened in the session and felt preached at or were too method heavy
A suggested improved format to include “who should attend” and “what the outcomes would be” in the event description so the events are more targeted
The Anti Problem
How do you go about creating a meetup so bad that no one wants to come or speak at?! That’s what Lloyd set about to find with the anti-problem retro, which uncovered some interesting ideas and gave us a lot to think about. This retro probably highlighted the most areas for improvement
What we did:
We asked people to imagine the opposite of the current situation
Find solutions to that problem.
E.g. Zero Attendance – How would we make that happen?
With all the generated data we used a Poster Session to gather all the data. Groups picked the most interesting problem, illustrated the problem with any of the following:
What exactly happens? Why is that a problem?
Why / when / how does this situation happen?
Who benefits from the current situation? What is the benefit?
Possible solutions (with Pros and Cons)
Who could help change the situation?
Some actions here for us are to:
Make sure address and google maps is right
Make sure topics are relevant
Make sure venue is always safe
Make sure we’re always welcoming
Have a place online where people can apply to speak
We used Train Kata to look at meetup logistics ie locations, timings, comms, food and format. Areas for improvement that emerged from this activity include:
Lead time for event – announce 6 weeks before
Consider starting at 7pm to allow people to get there if travelling from outside London
Choose venues that are close to tube station
Improve detail on agenda (this was also something that we highlighted in “inside the box”)
What are our actions?
What we do now and can improve:
We open registrations and rsvps 2 weeks before the event – this was to help with the high no show rate.
We have arrivals from 6pm and usually start around 6:30 / 6:45
Event description consist of talk title, abstract and speaker bios
We include the address using the meetup feature
We don’t have a code of conduct
What we will improve
We will open registrations 6 weeks before the event.
We will start talks always at 6:45 – we can’t really do any later as this will be difficult to ensure that there’s enough time for networking
We’ll have a bit of blurb about who should attend and outcomes of the event
Make sure directions are very clear, include address in the event description and make sure signs at the meetup are always visible and clear and welcoming.
We will get feedback on and publish code of conduct that was co-created at the meetup!
Thanks to everyone who participated in our first community retro. We hope you learnt as much as we did. Look out for our update on how we feel these action have contributed to improving and growing the AWA community. If you organise a meetup and have felt inspired by our learnings or have run your own community retros, we’d love to hear your stories and experiences in the comments below
Finally we’d like to say a big thank you to Chris, Elle, Ant, Philiy and Lloyd for facilitating the evening and to the awesome team at Moo for accommodating us!
Bring your Stories, Examples & Opinions to the Enterprise Agility Masterclass
I’ve been on a good number of courses in the last year or so. I can honestly say The Enterprise Agility Masterclass (EAM) is quite unlike other courses I have attended. I know that’s a sweeping statement, and it’s something often said about training courses in our industry. That said, I truly believe this is true in this case. Anyone expecting a detailed run through of the various scaling frameworks should go on a different course. EAM covers a vast range of topics, it really nails the Masterclass concept.
During the three highly interactive days, participants are as much the trainer as the trainee. By bringing your stories, examples, and opinions you will work through many models to build a toolkit for enterprise agility. You will explore these models in small groups, pairs, and as a class, using your collective experiences to learn as a group.
I mentioned the word toolkit earlier and that’s certainly the most useful metaphor I can think of. Throughout the course, the trainers, Simon and Lisa, introduce models that help anyone working in agility in the enterprise. The journey joins together these models in interesting ways. My personal favourite is the extension of Larman’s 5th Law into Simon’s cultural change model for Enterprise agility. It’s a seemingly simple logical extension that brings in another dimension to the discussions around lasting organisation change.
Remember that model or theory you frequently quote, expect to see it in a whole new light. EAM joins threads through many models providing some useful tools for anyone in the enterprise agile space.
There are many other models shared throughout the course. For example, the models around systems and complexity theory. Unsurprisingly, when talking with other attendees, people found some models more useful than others. That’s part of the beauty of the toolkit, there’s something for everyone.
Levers for Change – AWA Training Material
EAM is more than a series of models. You will explore professional coaching of executives and executive teams, gaining an understanding of neuroscience along the way. This is the most introspective area of the course, you will practice coaching on your cohorts and be the coachee for them too. For me personally, this was the most challenging aspect, an area of personal development – and look forward to exploring in depth on the “Coaching Enterprise Agility” course.
Bring your stories, examples and opinions. Be prepared to share in a safe environment but respect the airtime of others too.
More process focused areas are well placed throughout the course. Topics such as delegation, enterprise metrics, and lean thinking generated some of the most interesting conversations with the group. Simon and Lisa’s facilitation style came into its own, both were relaxed but confident in a range of subject matters to allow the group to explore topics at their own pace.
The culmination of the course ends with a workshop. Cohorts team up and put together a pitch for the first stages of an agile transformation. Without wanting to reveal too much, I will just say that this was my favourite part of the course. It was amazing seeing the various learnings from the 3 days come together. As I alluded to earlier, participants had different models they gravitated towards. Therefore, it was an interesting challenge to find a balance, deciding what to include and what problems to try and solve, because there was so much great content to choose from!
How to Support the Shift in Moving Towards Enterprise Agility
When Agile crossed from the team to the enterprise, several organisational challenges emerged, resulting in a new field we now know as Enterprise Agile Coaching (EAC). This new and exciting area requires a specific yet diverse range of skills and competencies needed to support the shift in moving towards enterprise agility. This shift occurs because enterprise agility requires the move from “change as an exception” to “change as the norm”. Mindset change can be hard for many to grasp and even to accept, and therefore needs to be embedded into the organisational change process. By approaching agile transitions with this understanding, we can enable an effective and sustainable enterprise-level agile transformation.
Why is this important?
Moving towards Enterprise Agility is a combination of process and the reaction to the process by those involved. This is challenging work and requires a specific skill set and knowledge base.
This includes working with:
organizational structures and culture
building a strong team culture
growing technical practices
change and program management
complex adaptive systems
increasing business agility
Given this wide scope, you realise this isn’t set role but an advanced toolkit of broad skills and competencies across several domains thus enabling EACs to act as “catalysts in guiding change”. However, until now, there have been few resources and trainings supporting the development of skills and competencies required for enterprise coaching in an agile transition context.
Take a deep dive into the field of Enterprise Agile Coaching
ethics – we’ll explore real life scenarios to understand the consequences when tools are misused.
org change strategy – add a variety of change strategies to suit different organizational contexts, needs and readiness to your toolkit, enabling you to successfully increase organizational agility
human change process – gain insights, models and techniques to help people understand what change means to them. We’ll put our learnings to practice discovering how we react to various stages in a change process.
organisation systems entry – learn how to establish an effective agile coaching relationship with an organisation so you can create positive mutual trusting relationships using organisation systems entry techniques.
facilitation at an organisational level – engaging execs and leadership in a large group takes a lot more planning and consideration compared to team meetings due to the time and money involved. You’ll come away from this training with a facilitator guide and large group facilitator methods that will help you successfully engage and facilitate large group meetings with the exec and leadership.
personal and professional mastery – continuous self-improvement should be a pre-requisite for ourselves, but it’s sometimes forgotten. We’ll show you how to design and develop your own learning plan to support and deepen your growth and competencies.
This is advance stuff whereby we take a deep dive through a process of (some) theory-led lecture and plenty of hands-on workshops, ensuring our ethos of “learning while doing.” You will come away from the three days with the skills needed to help individuals, teams and organisations through the challenges they face when transitioning to agile ways of working. From our knowledge, there isn’t a course covering this material like this in the UK
The course is running next month in London on the 26th -28th February. There are only 4 seats left so you will need to be quick if you want to take part.
When you ask this question in the companies, you find out that about 30% of teams believe that he or she is not. If you ask why not, you find out that they feel their Product Owners are far away from them, they don’t help them, and they don’t understand them. And I’m not talking about physical distance now.
So where is the problem?
In many companies, at the beginning of their Agile transformation, they simply move the team to Scrum and the Product Managers to Product Owners.
They don’t have a time to be Product Owners as they are responsible for several huge products. Luckily they understand the product, but they have no time to share their understanding at any higher granularity than general ideas or epics. And that’s indeed not enough. Such teams are having a Product Owner Proxy, or Tactical Product Owner who is in reality acting like real Product Owner and don’t miss their business Product Owner.
Why is that usually not good?
We are missing the “one PO voice” and we are losing the business driven approach in favour of a technical point of view. In such environments we are also missing the push to “maximize work not done”, which is one of the Agile Manifesto principles. That is indeed not good for either team or product.
Then we have about 50% of companies where they believe the Product Owner is part of the team, but he is not responsible for writing User Stories.
Usually because he or she doesn’t understand the technical aspects, so how can he possibly do that? They usually don’t invite him or her to the retrospective either, because… well… he is a team, but retrospective is for development team only. So it’s kind of unclear.
The remaining 20% take their Product Owner as their member. They invite him to the retrospective, they trust each other. If that’s possible, they sit together. If not, they speak with each other often. Such Product Owner relationship is very helpful. Not only for your team, but the product as well.
Neuroscience: The Secret To Becoming A Better Agile Coach
Feb- 14, 2018 2pm GMT #SQAWebinars
AWA Coach – Philiy Lander will be taking part in a EuroStar Testing & Huddle, SQA Webinar this month. The topic is Neuroscience, an area of coaching that’s close to Philiy’s heart since it underpins everything we do as coaches.
Join this webinar with Philiy to learn:
models that you can apply to yourself and your teams
how to harness the brain to work more effectively with your teams
Develop your Leadership & Transformation Mastery with the Leading for Change Pass
You may have heard about the AWA training pass that matches learning goals and budgets to develop agile and lean mastery. What you might not know about are our pre-configured training passes. A handpicked selection of complementary courses, grouped together according to specialism and bundled together at a special rate. One such example is the Leading for Change pass.
Let’s say you’re a coach or consultant, you already have the team stuff nailed and want to move to working in the wider context of the organisation. The thing is you’re not quite sure what know-how is needed to get you to the next stage. What skillset, techniques or understanding is required at that level.
We could say, under this umbrella of wider organisational change, your learning goals are to develop your leadership skills, learn models for organisational change, gain enterprise coaching skills, understand the world of organisational development, transformation mastery, and a whole set of other disciplines and techniques.
During this 3-day highly-interactive course you will gain the skills and insights of agility at the enterprise level from culture, leadership, structural and process perspectives. We cover advanced topics including systems thinking, professional coaching, organisational design, leadership, process improvement, and governance. Following completion of the assessment and course you will be eligible for the ICAgile Certified Professional-Agility in the Enterprise (ICP-ENT) Certification, the only course in the UK to offer this training. Learn more and see dates
Coaching for Enterprise Agility
Moving towards Enterprise Agility is a combination of process and the reaction to that process by those involved. This is challenging work and requires a specific skill set and knowledge base. During this course you will learn the skills needed to help individuals, teams and organisations through the challenges they face when embracing the agile mindset and shifting from “change as an exception” to “change as the norm”. This is an advanced course and the content runs very deep, covering coaching and organisational design on an enterprise level. This course will be offered for the ICAgile-Certified Professional Coaching Agile Transitions certification. Learn more and see dates
Certified Agile Leadership
During this 3 day immersive course with Michael Sahota, you will undergo a process of letting go of existing behaviours that are blocking your ability to be an effective leader. You will explore models of culture and receive a playbook to guide the next steps of your journey of creating high performance organizations. We shift your consciousness so you become aware of the root challenges and are able to discover lasting solutions. As part of the tuition, you will receive the Certified Agile Leader 1 (CAL1) certification from the Scrum Alliance. Learn more and see dates
What Will I Learn?
Just some of the concepts and skills, coaches and change management professionals working at the enterprise level are required to know and are covered in these 3 courses include:
understanding the consequences of when coaching and agile tools are misused
different change strategies that suit different organizational contexts, needs and readiness
models and techniques to help people understand what change means to them
how to establish an effective agile coaching relationship with an organisation so you can create positive mutual trusting relationships
how to organise and facilitate large group meetings at the exec level
evolving culture at all levels of the organization
identifying causes of resistance and eliminating them
enhanced personal leadership skills
understand and recognize what actual problems block success
how organisational structure impacts agile ways of working
why departments outside of IT have an impact and how you solve this
how to work with executive teams, how to coach and advise, and understand leadership development
how to design a system that supports high-performance, customer focus, facilitates agility and reduces waste
how to move away from silo structures to more dynamic team structures
Agile and Lean processes don’t work unless there is a deep respect and consideration for people. Often the behaviours we experience and sometimes exhibit at work aren’t in alignment with our own goals and the goals of the organisation. This is what makes achieving agility so hard. The role of professional coaching is to help individuals and teams increase transparency of their internal and external blockers, which are stopping them from being successful in achieving these goals.
Our new course “Coaching for Team Agility” is for people working with agile teams who want to learn professional coaching skills. The content is based on our experience working has coaches in organisations moving to agile ways of working and the learning objectives set out in ICAgile’s Certified Professional Agile Coach Certification.
During the 3-days we go on a journey, unpicking the role an agile coach plays and how the work they do supports individuals change, grow and learn. We explore scenarios, models and real life examples of common challenges like resistance, role transitioning, self-chosen and imposed change, conflict resolution, organisational impediments and the difference between coaching and mentoring.
We have run this course privately for our clients on several occasions and each time have been witness to beautiful moments of realisation, awareness and shifting.
“Eye opening and eager to practice the new techniques I have learnt – K. Mistry – Delivery Manager”
What an agile coach is and how this role plays our with your teams
An introduction to neuroscience and why it’s important as coaches we understand how the brain reacts when we’re stressed
Gain fundamental professional coaching skills and insights, like what powerful questions are and how to use them effectively and one of the important tools for team and personal growth – giving and receiving feedback
How to create a psychologically safe environment for your teams by looking at how to set up the team environment and help the team to know themselves and create a shared culture and vision.
How to conduct the coaching conversation including techniques to improve the way you listen, brainstorm and help your client be effective with actions.
Why it’s important to design a coaching contract with your team and stakeholders
How to coach and mentor through different kinds of change
How emotional intelligence can be improved and how designing a business case for raising emotional intelligence can help
How to coach toward high-performance and gain effective skills encouraging team collaboration and trust and how resolve conflicts.
“A really great course that has given me confidence to give people the space (silence) to work out how to reach goals” – A. Soddart, Delivery Manager
acquire skills in professional coaching, create safe environments and how to resolve conflict
help your teams to resolve blockers that are preventing them from success
stand out from the crowd with the ICAgile Certified Professional Agile Coach certification
demonstrate that you have the skillset to do the work required of an Agile Team Coach
illustrate your commitment to professional mastery.
“I would recommend this course to any Delivery Manager, Scrum Master or Management” – Renee, Scrum Master
When’s the next course?
Our next public course will run on the 21st – 23rd March in London. The course will be facilitated by our two ICAgile Certified Trainers and AWA Coaches – Lisa Howden and Philiy Lander. There’s still time to get yourself a Super Early Bird ticket but you will need to act fast as there is limited availability.
Join AWA, #play14 and 30+ other events across the world for the first ever World Retrospective Day!
What is World Retrospective Day (WRD)?
Follow the Sun as we Retrospect Around the World. – The vision of WRD is to promote continuous improvement through the world by encouraging the adoption of retrospectives, by increasing the utility of retrospectives for people, teams and organisations, and by sharing new ideas and insights with each other.
What is #play14
#play14 is a community of people who are passionate about using games and experiential learning professionally. We all come from different backgrounds, from Agile to the Arts but we all have one thing in common – a love of games as a means to educate, enlighten and coach. #play14 meet several times a year in cities across the world to share games, knowledge and network and the best part is that we take all these learnings back home and re-use within our own organisations.
What to expect?
A retrospective offers the opportunity for teams or groups to stop and reflect on how they are working together and what can be improved. Using the #play14 ethos that doing is the best way of learning, join us for a retrospective on World Retrospective Day. The topic of the retrospective is going to the AWA Community. It’ll be an opportunity to learn new retrospective techniques as well as contribute to growing and improving the AWA Community. We’ll be sharing more details on the night but expect an action-packed evening of learning, sharing and adding a few more retro ideas to your toolkit. The evening will roughly follow the unconference format but the #play14 and AWA facilitators will have prepared the activities beforehand in the interest of time.
We’ll be hosted by the good people at Moo in Farringdon, which is conveniently located close to Farringdon station.
If you could design your own conference, what “must haves” would be in your top feature list? I have been thinking about what mine might be, and so far, I have narrowed them down to this final shortlist:
As an attendee: Inspired programme of content that challenges the status quo with emphasis on learning while doing.
As an attendee: Emphasis on networking and learning from each other.
As a vendor: Improved vendor interaction and engagement opportunities.
(if you’re feeling creative – add your “must haves” in the comment section below)
That said there are many conferences organisers who are challenging the traditional format of networking opportunities sandwiched between presenter led keynotes and vendor stalls.
Authentic short stories & deep dives
One such event is The Business Agility Conference in NYC. Now in its 2nd year, this event aims to take you from the “art of the possible” to “what are you going to do on Monday morning” by providing a platform of learning and engagement between attendees AND the speaker. They have achieved this by limiting the speaker presentation time to 20 minutes. The rest of the time is devoted to group discussion.
“it’s the people you are meeting, it’s the conversations that you are having in the corridor, the new friends that you are making, old friends you are reconnecting with. It’s all about those connections and that community” – Evan Leybourn – Business Agility Conference Chair
The conference is presented by the Business Agility Institute (BAI), a new platform “designed to connect leaders across industries and regions to share their experiences and insights with each other.” BAI also provides a medium for corporate members to engage with the community in the months prior to the conference through symposiums, podcasts, articles and workshops.
Learn what it takes to survive in the modern economy
Workshops include AWA’s own ICAgile-Accredited Enterprise Agility Masterclass alongside other well-known USA based companies, including, Agile Transformation, Lithespeed, Solutions IQ/Accenture, Green Bullet and Angel Diaz Mararto. For more info about the workshops see the registration page where you can buy conference passes and workshops at a special rate.
“the storyteller matters” – Evan Leybourn
This year’s event offers 3 tracks on both days; Executive, Thought Leader and Practitioner, each incorporating:
Three 20 minute keynotes: Speakers are selected on the authenticity of their stories (listen to this podcast to find out more about the speakers and their reaction to the 20 minute slot!).
Interview with the Audience: Curious to know more about their journey? Want to know how they would approach a specific problem or transformation? This is your chance to get the advice of the Business Agility Conference speakers.
Deep Dives: Group sessions to learn from peers, ask the speaker questions or take a moment of quiet reflection.
“this is an advanced conference and every single one of the people in attendance will have a great story to tell… but I can’t put 500 people on stage to tell their story so we wanted to find a way to give people a chance to tell their story”- Evan Leybourn
Out of 132 people who originally applied over half were turned down. The ones that got through were interviewed one-on-one to ensure their story was relevant and provided “a diversity of thought”.
“the ones who were selected had a personal story to tell that was inspiring, that showed that they really had done something that was unique in scope or in scale” – Evan Leybourn
We’re feeling really inspired by this refreshing format. And look forward to experiencing it for ourselves when we head out to NYC this March!
For more information about the conference listen to this podcast with Evan Leybourn or check out the website to get more detail on the speakers, workshops and tickets using the links below.
Use discount code join-us-in-nyc to get 10% off your workshop / conference ticket.