Come along and get involved in an interactive discussion about agile approaches, values and techniques and how they they can be MISUSED to dishearten teams. Hear warstories and how we earned certain scars as we took on the challenge to support teams and flip the pattern.

Background:
Many organisations are adopting and scaling agile / new ways of working. The sheer number of these changes happening at the same time, means that there aren't quite enough people with experience supporting and leading the journeys. This can mean there's a great opportunity for learning but the challenge of learning and then quickly translating theoretical information into on-the-ground knowledge to teach others, will result in obvious gaps. This creates three key problems

1. Practices and approaches being implemented with the best of intent, but missing the important (hard bits) leading to disheartening teams
2. Misunderstanding of the time any change takes to implement and that the pace is set by people's capacity to learn and adapt
3. Extended time being taken to best assist teams because they set out to resolve the 'wrong' problem, using sub-optimal practices and approaches

Come and join in the interactive discussion and presentation which will help set you up for success by

• Identifying key antipatterns
• Proven counter to untangle the pattern

Agile is now all grown up and is pretty much the de facto way of working for most teams, but it's proven to be a challenge for adoption at scale. Over the last ten years or so there has been a lot of trial and error figuring out how to break through the cultural barriers, political resistance and technical hurdles that large organisations present. This panel of luminaries (!) brings a wealth of experience helping many different types of organisations transform themselves to be fit for purpose in the 21st century. Come along to hear their stories, some good, some bad and probably a few ugly ones!

PLEASE NOTE: this session will be recorded live by The Weekly Reboot podcast and made available for public consumption. Your attendance will be taken as acceptance to being recorded and publicly broadcast.

What a joy to be in a key leadership position in one of the largest-ever corporate experiments - the transition to new ways of working. I'm accountable for establishing and operating the Centre of Expertise, New Ways of Delivering - how we uplift culture, delivery & technical capability. We're doing this through consulting, coaching, educating, facilitating & mentoring.

The scope - 5000 people, 500 squads, 6 regions.

The process - Think systemically, optimise locally.

The result - it's a process...

What a joy to be in a key leadership position in one of the largest-ever corporate experiments - the transition to new ways of working. I'm accountable for establishing and operating the Centre of Expertise, New Ways of Delivering - how we uplift culture, delivery & technical capability. We're doing this through consulting, coaching, educating, facilitating & mentoring.

The scope - 5000 people, 500 squads, 6 regions.

The process - Think systemically, optimise locally.

The result - it's a process...

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes. Outputs versus desired outcomes should guide decision-making around planning approach.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams, Quarterly Investment Review (QIR) & Quarterly Business Review (QBR) can be used with more standardised portfolio planning processes.

This talk will discuss experiences in continuously reviewing progress in transforming portfolios of work to enable Organisational Agility via continuous planning.

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes. Outputs versus desired outcomes should guide decision-making around planning approach.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams, Quarterly Investment Review (QIR) & Quarterly Business Review (QBR) can be used with more standardised portfolio planning processes.

This talk will discuss experiences in continuously reviewing progress in transforming portfolios of work to enable Organisational Agility via continuous planning.

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.

This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.

This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility

I'm currently working in at ANZ, having been employed to introduce agile and lean thinking into the Technology organisation.  Some of the work I'm doing is unique.  Among other techniques, I'm using Ash Maurya's GOLEAN model with Kanban, to identify and solve longstanding frontline business problems and experimenting before committing significant time and financial investment into potential solutions.This approach is challenging the status quo.  This session will describe using the approach in this environment and some of the challenges experienced to date.