Sapir Consulting US
location_on United States
Member since 4 years
Michael Nir, President Sapir Consulting US, is an executive agile Lean DevOps expert; known for his passion, creativity and innovation; His Masters in Engineering and, training in Gestalt balance his technical know-how with emotional intelligence. Michael inspires people and teams to change, experientially and emotionally, while climbing the hill AND reaching the summit.
The author of ten books on influence, consumer experience, and Lean Agile project management, Michael delivers practical skills gained from eighteen years of experience leading change at global organizations in diverse industries.
Michael's latest book, is an adventure graphic novel (Chickens Learn Lean), which embraces agile lean DevOps, being developed with an engaged community of contributors
My Quest for Business Agility – the good bad and ugly of lean agile and DevOps transformationsMichael NirPresidentSapir Consulting US
schedule 11 months agoSold Out!
Are you stuck in an agile transformation? Are you chasing team velocity without seeing any business impact? Do you manage an 18-month long roadmap, committing to 25 OKRs and shoving new features down the throat of your customers?
Maybe it is time to rethink your approach!
It has taken me over a decade, to make the transition from improving manufacturing environments with Lean, to conceptualizing agility within software and hardware organizations.
Asking the hard questions required to create quality software, faster, often rubs people the wrong way…. but without those questions you’ll keep hiring scrum masters who end up being JIRA admins and going through agile motions without winning the true benefits of lean agile and DevOps – necessary to drive business agility.
In an age of disruption - the balanced mix of agile, lean, design thinking, lean start up, lean UX, OKRs and DevOps injected to high performing teams is crucial to business agility.
We discuss the essentials of successful change initiatives:
- Digital transformation must be simple - Team agility without technical practices and continuous integration is wasted effort;
- Scaling agility is counterproductive when the culture of team empowerment is not retained and focus on fast iterative feedback is missing;
- Value stream mapping of your deployment pipeline without a plan for Toyota Kata of continuous improvement is just another one-off workshop; Success hinges on soak-ability!
Bring the Scrum Master a Glass of Water - Conduct Objectives and High Performance TeamsMichael NirPresidentSapir Consulting US
schedule 3 years agoSold Out!
Move beyond the labels!
Do you have a Team Charter? Do you use it?
Fact is - many teams have had a team charter-like activity or discussion - however it mostly stays as a generic declaration of terms rather than an operative tool.
Without exception - all the teams I've worked with, declared in their charters that they want to have trust between team members as well as help one another, and manage conflict effectively.
What would your team say???
In this session we'll learn how to move beyond the label in the team charter and create Conduct Objectives - a highly effective tool for a high performance team
Team Shield with a Twist - baby steps leaps and boundsMichael NirPresidentSapir Consulting US
schedule 3 years agoSold Out!
You've just formed a team - you might be the scrum master, a team member, a coach or a cheese eating vampire, question is: what now?
There are many models to team building, however most are theoretical and don't give you an inkling on what you need to be doing and what is the experience required to mold a team - and whether the team would like to mold...
This easy exercise has more to it than meets the eye, join to explore the process within the process and add another handy dandy tool for team building, which I've been using for 12 years - never fails, except when it does - I am reminded of one time in a land far-far-away of North Eurasia, it was the afternoon of the second day of an intense two day agile workshop - the coffee in the pots was lukewarm, the Fika was generous and the teams' shields were in place since the day before and yet...; but wait I'm getting ahead of myself - maybe if we have time we can discuss the failures of a shield (not the one they use in star wars) and the work arounds - that's not a promise, rather its a suggestion...I also remember the southern luxury yacht engineer who was the only one speaking throughout the session; here I go again...
Test your multi team negotiation skills - with Harvard Harborco
The Two Dollar Game - an MIT game
Building highly effective virtual teams
The ongoing challenges of creating the magical bond between team members in small and big endeavors can be elusive. What’s more, in the last few decades, this has become increasingly challenging. This presentation provides you with the much needed practical advice on how to create an effective collaborative team environment.
The presentation follows the Nine must haves of team of leaders as appear in Michael’s book.
The Must-Haves of a High Performance Team
Must-have #1: Develop clear goals and plans
Must-have #2: Effective communication
Must-have #3: Improve and maintain positive relationships among member
Must-have #4: Clarify roles and responsibilities
Must-have #5: Enhance mutual trust
Must-have #6: Solve problems and make effective decisions
Must-have #7: Value and promote diversity
Must-have #8: Successfully manage conflict
Must-have #9: Provide development opportunities and recognition
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
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