Scaling Agility

Barret Values Summary

Nieves Peña

Company culture - IAD 2013 workshop

Marco Trincardi

Reinventing Organizations - Scrum Gathering Orlando

Neue Leader braucht das Land: In diesen Tagen voll Unsicherheit, existentieller Fragen, Belastungen und Herausforderungen, und von bedeutenden Veränderungen, brauchen Organisationen verantwortliche Führung wie selten zuvor. Ich glaube, daß wir als Führungskräfte heute eine einmalige Gelegenheit und eine wichtige Verantwortung haben, über uns selbst hinauszuwachsen, um gemeinsam eine nachhaltigere Zukunft zu gestalten. Laßt uns gemeinsam die Ärmel hochkrempeln und unsere Organisationen neu gestalten, um unsere Wirtschaft und Welt positiv zu verändern. "We are not leaders, because we rule. We are leaders, because we truly care." Der Versuch einer deutschen Übersetzung meiner Präsentation beim #STRETCH2020 Virtual Summit. https://ottivogt.medium.com/neue-leader-braucht-das-land-4718cce6872f

Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)

Agile 2.0: Uniting Responsible Leaders to Reshape Our Future (by Otti Vogt) Could we imagine a new normal where we all make a difference to people and planet through our daily work? Could we liberate our organisations to bring forth a more sustainable future? And indeed, could we unite to spark a fifth revolution of virtuous, passionate and unselfish leadership to make it happen? Join me on a momentous adventure to give it a try! This presentation was offered as a keynote during the global Teal Around The World #TATW Conference in July 2020 https://www.tealaroundtheworld.com/

Talking About a Fifth Revolution - Teal Around The World Global Conference

Stoos Gathering

In times of historic change, we must have the courage to re-design our organisations, embracing uncertainty and enabling human flourishing at work. The companies that will win in the 2020ies are those that can “compete on learning” and provide a place where people can grow and attain a positive purpose together, rather than just driving efficiency and productivity. And we need leaders who can foster psychological safety and trust - in Humanocracies, “the business of business is people.

Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti Vogt

The 7 Duties of Great Software Professionals (Reworked)

Culturaltransformationagilegurgaonfinal v3-160601193506

Lalita Chandel

Stoos and Stuff

This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies. This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM Tweets: @RevelnConsults The full context is in this article on the www.REVELN.com blog: A History of Performance Appraisals: Letting Go to Power New Culture * http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/ As well as: * Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It! * 3 Success Factors for High Performance Teams, and What Gets In the Way * Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems http://reveln.com/blog/

A History of Performance Appraisals, Letting Go - REVELN

Deb Nystrom

HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...

As presented for the March 27, 2014 KM Solutions Showcase™ Conference: Arlington, Virginia, USA People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.

FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...

Deb Nystrom

Leadership in every experience final

josephlangner

Less is more agile india 2013

Ebin John Poovathany

2013 EARCOS #3 Shifting toxic culture to ownership culture

Chris Jansen

Agile Learning Organisations 2.0

November 1, 2013 (PMI Chicagoland Development Day) Change is never easy and introducing change to a large organization feels daunting, if not impossible. Companies are recognizing however, they must change to remain nimble and competitive and many of them are turning to Agile transformations to drive this change. Through stories and experiences, this session will cover 5 topics crucial for instilling lasting and meaningful change as you introduce Agile to your organization: The Transformation Journey – Begin shifting your organization into a new way of collaborating through a structured and proven approach Your Agility Framework – Learn how to establish and inspect and adapt framework based on roles, relationships, behaviors, and activities Building an Agile Eco-System – Engage your workplace through the use of communities and connections Leadership Engagement – Ask your leadership for more than just “buy-in”…ask how they will need to change as well Finding Catalysts – Discover how the Scrum Master or Agile Project Manager role should play an important role in improving your culture

Shifting Consciousness

Andrea Provaglio

Fostering self organization – ten ninja techniques for managers

mahalp2

Was ist angesagt? (20)

How to Change the World

Barret Values Summary

Company culture - IAD 2013 workshop

Reinventing Organizations - Scrum Gathering Orlando

Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)

Talking About a Fifth Revolution - Teal Around The World Global Conference

Stoos Gathering

Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti Vogt

The 7 Duties of Great Software Professionals (Reworked)

Culturaltransformationagilegurgaonfinal v3-160601193506

Stoos and Stuff

A History of Performance Appraisals, Letting Go - REVELN

HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...

FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...

Leadership in every experience final

Less is more agile india 2013

2013 EARCOS #3 Shifting toxic culture to ownership culture

Agile Learning Organisations 2.0

Shifting Consciousness

Fostering self organization – ten ninja techniques for managers

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Agile: Nuts & Bolts

Business Analysts in an Agile World

“The true story of seven team members, picked to collocate, work together and have their lives time boxed into two-week iterations, to find out what happens when people stop being polite... and start getting agile..." Whether you are currently practicing agile or about to embark on an agile transformation journey, this session will demonstrate the real actions we’ve seen work to help give our teams the competitive advantage. It’s a true story…and it’s time to get agile.

The Real World - Agile

The phrase “servant leadership” is frequently used when current leadership styles (typically command-and-control) clash with an emerging culture of empowerment and self-organization. “We need our leaders to embody servant leadership” is a comment I recently heard. But what is servant leadership? Do people really know what they are asking for? Let's take a look at a few of the principles from the book Servant Leadership by Robert Greenleaf.

Servant Leadership Principles - Fostering a Culture of Agility

Standish Chaos Report - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vi...

Vincent Dumain

Stanford Case Study - Salesforce.com Transformation

Steve Greene

Presentation Rex Methodes Agiles

Ippon

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Agile: Nuts & Bolts

Business Analysts in an Agile World

The Real World - Agile

Servant Leadership Principles - Fostering a Culture of Agility

Standish Chaos Report - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vi...

Stanford Case Study - Salesforce.com Transformation

Presentation Rex Methodes Agiles

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2012 08 agile 2012 - an agile adoption and transformation survival guide

drewz lin

Agile 2012 - An Agile Adoption and Transformation Survival Guide

We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.

People over Process

In this presentation, we take a look at how Big Spaceship organizes itself for new behaviors, how our approach focuses on behavior, and how behavior has affected work like Skittles, Star Wars, Google, and The Most Awesomest Thing Ever. It originally appeared here http://spcshp.it/eatstrategy and then at eat:strategy - a strategy conference in Toronto in July 2012. For more on Big Spaceship: http://www.bigspaceship.com

New ideas need new behaviors - a behavioral focus on innovation

Big Spaceship

Strategic planning. You know you should be doing more of it. But the way you normally do it requires lots of up-front time to do and lots of follow-up time to get buy-in. And frankly, you have trouble with the buy-in part. All that trouble, minimal follow-through. Great strategic planning processes are lightweight and participatory. This is nice-to-have for organizations, and it's critical for networks, where you don't have the benefit of hierarchy to influence its behavior. Networks will do what they do. In this Leadership Learning Community webinar, I describe how to do strategic planning for networks. I draw heavily from my experience leading the open strategic planning process for the Wikimedia movement, which drew over 1,000 participants and led to a movement-wide shift in focus on increasing reach and participation in developing countries. I share how you can leverage these types of processes for both your network and your organization

Strategic Planning for Networks

Eugene Kim

Agile adoption survival guide - working with culture

Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture. Please contact me if you would like PPT.

Agile Culture and Adoption Survival Guide @ Agile New England