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Change can come without warning. Coping with a wholesale shift to Agile began as an exercise in surviving but rapidly turned to thriving by learning to love a new way of working.

This is my story of learning to lead through change.

Many organisations are embarking on ambitious Digital Transformation initiatives. COVID has put increasing demands on organisations to improve their digital capability. And yet, most digital transformations succeed only in one thing: spending capital and frustrating all those involved. In this talk we’ll describe the path to becoming a digital-native organisation through delivering great software to your customers. We’ll steer you clear of common pitfalls and roadblocks, and show you the simple, no-nonsense, buzzword-free way to build great software that pushes your business forward.

What’s needed is a faster way to engineer quality into every application. Micro Focus anticipated this need for faster, smarter testing and embedded multiple AI-powered intelligent automation capabilities into our solution.

These capabilities will enable teams using our solution to reduce test creation time, boost test coverage, increase resiliency of testing assets, and cut down on test maintenance efforts.

In this talk, Bharath Benoit will showcase how Micro Focus’s UFT One Solution

• Uses computer vision to identify the different elements the same way human does and not the traditional way of ‘underlying identifiers’
• Uses Neural Network that will understand the element and take decision how to interact and manipulate with
• Natural Language Processing capabilities, so tests can be written in a very simple way, almost like plain English!

As Agile has increased its dominance as a software delivery methodology it has grown tentacles into every part of software development companies, and many that have little or nothing to do with software. In some places it has morphed from a simple set of principles and practices to a full blown process methodology. But it could be that companies have totally missed the point, focussing on making Agile into something familiar – and in some cases, completely at odds to what historically made it successful in the first place.

Perhaps process improvement and development methodologies are not what has made Agile such a success in improving outcomes for delivery teams and companies. Software, and ultimately business value for software company customers, is delivered by people. Those people are the most important factor in success for a product or a project. Not ideas, not tools, and certainly not processes. If this is true, perhaps we have been focusing on the wrong things – and changing the things we value and promote will deliver that increase in productivity that Agile promised – but for many companies, has failed to deliver.

Exploring true Agility and what might be beyond this, takes us into questions of how to support realisation of human capacities for greater kindness, resilience, responsibility, creativity and adaptability and the systems and structures that will enable this.

The problems Agile has attempted to solve are built into retrogressive ways of working and thinking given rise to by worldviews entrenched in many of our political, economic and social systems and which expand well beyond our organisations.

New ways of working, without addressing these worldviews can only take us so far. The need of the moment is to reimagine and co-create a more compassionate and sustainable future world for our families, communities, organisations and societies.

Moving beyond agility invites us to reimagine our ways of thinking, relating and constructing reality.

Join Alison as she invites us to explore what might be possible as we embrace and move beyond agility into a fuller and more sustainable realisation of human potential through regenerative design, systems awareness, considered action and deep transformation.

We know from Kotter’s Leading Change that to change the culture of the organisation we first have to change the habits of the organisation.

So what are the habits of effective Lean-Agile leaders? Join this session to explore the habits of effective Lean-Agile leaders, their origins in Lean/TPS/Japan and their application in today’s world.

Have you noticed lately that being an exponent of Agile often means being a defender of Agile?

To me, this is completely reasonable and points at this moment as a critical one in the history of the movement. 20 years after Snowbird, it falls to us to show that what we have built is more than a flim-flam show.

It might be that your house is in order and performing, but you can’t find the words or evidence. It might be that you really need to shape up. One thing’s certain though, barking words like “trust the teams” and “micro-management blah blah” alone will not (and should not) cut it.

• What kind of an agile environment do you have?
• How does it operate?
• How effective is it?
• Why is it better than other ways of managing software delivery?

If you think you might struggle with these questions in a conversation with your CEO, Founder or investors then ask yourself another question.

• How can I reasonably continue asking them to fund this system?

In this talk, I will share the 10 most useful tools and models (conceptual, statistical and visual) I have found over the last 15 years, for analysing Agile team environments and explaining them to others. Some I have borrowed, some I have built.

I don’t promise proof that Agile is a silver bullet for all industry’s problems, but I might be able to arm you with some devices and words that are helpful in explaining WTF we are all on about!

By the time we’re done, I believe you’ll have some useful new tools (and maybe even some new ideas) that you can use in your own work, to keep the Agile dream healthy and alive.

Social distancing and lockdowns have forced an unexpected shift to remote working, and many businesses have been caught unprepared. While some had no remote working capability at all, others were able to successfully enable their whole company to work from home. However, once the initial shift was made, few have clear processes or procedures in place for how to work together remotely over a sustained amount of time. Traditional Agile leadership and governance structures are specifically designed to help teams excel when they are co-located, what can you do when that’s not possible?

As the ongoing impact of COVID-19 continues to emerge, organisations with Agile teams are among the best-positioned to succeed, given their ability to adapt to a rapidly changing business environment. With organisations focused on their ability to maintain profitability and survive, effectiveness and efficiency counts greatly. However to sustain the effectiveness of their Agile teams, leaders must now overcome a new challenge. We need to collectively modernise how we govern our work for both the next normal and a sustained remote working context. “There ‘aint no going back….”

Attend this interactive talk to learn:

• The compelling need for Agility in governance
• To traditional governance everything looks like a nail
• What is agile governance?
• Transitioning from onsite to remote governance
• Overview the “Guiding Hand of Governance”:
  • Organisational Transparency
  • Work Patterns
  • Data based Decisioning
  • Humanistic Leadership
  • Deep Dive into Agile leadership
  • The Thumb – The Digital Obeya – tying it all together
• Agile Works
• The future of remote work – why it’s here to stay!

On the surface Objectives and Key Results (OKRs) appear to be a simple way to set goals and measure progress, however the real world application of OKRs (especially at scale) is filled with unexpected challenges and some surprising benefits. Adopting OKRs successfully requires supportive leadership, sophisticated change management, investment in learning and more time and patience than you might think.

In this talk Ben shares his experiences from introducing OKRs across 100 teams in a 1200 person publicly listed organisation in Berlin. He will share his hard-won lessons of what not to do, and outline a low risk way to evaluate OKRs in your organisation. Join this Circle to learn about getting executives onboard, learn why cascading OKRs can be a mistake, learn how to set up an OKR champions and training program and more.

What if we:

• Could take innovation to the next level?
• Discovered a new way to grow companies in an era of low growth?
• Created products and services EVERYONE loved?
• Had more people enjoying their work and workplaces?
• Achieved more positive contributions from everyone at work?
• Created more job opportunities for more people?
• Were a major driver in making the world a better place?

Sound awesome but unrealistic? Let’s discover how it could become a reality together through the power of inclusion. How through applying modern design principles (such as human-centred design, universal design) to re-examine Agile, it’s culture and practices with a mindset of inclusion, we may unlock the next-gen of Agile. See how all empirical evidence and futures thinking shows that this is not just a socially-progressive approach, but how it is likely to become a must-do for organisations to thrive in the future. Understand where we are falling short today and what you can do.

This talk will challenge you. Take you on a journey from sadness and anger to ultimately feel hope and excitement for the future, to desperately want to get started to make a change.
This session is for those who are somewhat dreamers and innovators. Those who love to challenge the norms and question everything. Those who want to embrace leading-edge thinking and techniques in their careers, clients and organisations. Agilists who wish to differentiate themselves and their service offerings. Entrepreneurs who are keen to develop the concepts more and create a new reality. People with a passion for turning the dial on diversity and inclusion.

Are you wondering why an Agile transformation hasn’t worked? Why new ways of working were rejected or have fallen away? Are you involved in driving a ‘mindset shift’ to increase your organisation’s agility?

Achieving real agility and beyond, involves understanding how the human mind works, and the interplay it has with agility’s critical elements. A key part of this is recognising human biases in action, and having ways to overcome them.

Through his study and experience across human psychology and business agility, Andrew connects these two worlds for the audience, bringing them to life with relatable examples and stories. Human biases are explained and linked back to a practical model for business agility. Real-life strategies are discussed for disrupting and overcoming these human biases in ourselves and others.

For anyone looking for what can be done on an individual, team or organisational basis to take agility beyond the usual limits of the human mind, this is the session.

Key takeaways include:

• Understanding the link between business agility and human psychology
• Examples of how specific human biases undermine agility transformations and uplifts
• Practical solutions to apply when overcoming the challenges of reaching agility and beyond.

Eytan will present the case that digitisation and decarbonisation are interrelated and that the tech community has a key role to play in the transition to a thriving zero-emissions economy.

Michelle will speak to the impact of loneliness on our health and workplaces.

In this talk, she will speak about what could help people maintain meaningful social connection despite being physically apart.

They (can) both contribute to success or failure. As an adherent of both, I’m going to talk about the relationship between them, what causes bumps and tussles, and how to ensure that they play nicely together. There may be some metaphors.

Once upon a time, I met and fell in love with a handsome young Business lecturer. Last year, we got married. Wedding planning was one of the most gruelling experiences I’ve ever been through, and I’ve been through a couple of rough digital transformation projects! Even though we implemented Agile methods during our year of wedding planning, it turns out we fell into many of the same project pitfalls that teams fall into during their Agile journey. Here is a post-mortem retrospective of my big fat Agile wedding; a story of a group of frustrated stakeholders in their journey to planning a dinner banquet for 300 people.

An education business getting itself educated. A bit ironic, right?

If you’ve worked in a Contact Centre, or know someone who does, you’d know the daily struggles they face. Staff with stiff targets, trying to get a `sale at any cost’, often ignoring the real needs of their customers.

Yes. Well-defined procedures, good Knowledge Management, Telephony and Customer Relationship Management systems may exist. Yet, the `traditional’ approaches often create ‘micromanaged’ environments of frustrated leaders and staff. Most teams yearn for a better work culture, that could make it easier for them to provide a better Customer Xperience!

In this engaging and thought-provoking presentation, Anand and David tell the story of the journey of the Student Advisory team at Open Universities Australia (OUA). They share how the team successfully transformed its culture by embedding an Agile mindset, which led to:

• Continuous learning, unlearning, and adapting v/s traditional approaches.
• Simplified sub-systems across recruitment, remuneration, IT projects, etc.
• Highly empowered leadership, team engagement and collaboration.
• Improved Customer Experience, Employee Experience and Financial Results, turning around a 5-year decline into 3+ years of new student growth.

They had many challenges along the way (and still have a few!). But, the team has found a better WoW (Way of Working) and continues to raise the bar in their ongoing journey. As Anand shares his leadership vision and David shares his 360-degree experience of starting out as a Student Advisor, became a Team Leader and now is an amazing Agile Coach, we hope you’ll gain a few good ideas to help you in your own journey.

Regardless of your role, you’re bound to cross paths with Machine Learning at some point in your career. Whether it’s a marketing play, a shift in strategic focus, or your local HiPPO reading about AlphaGo. And like any tool, the better you understand how it works the better equipped you will be to use it.

This talk gives a non-technical overview of Machine Learning and Artificial Neural Networks.
No prior experience with Machine Learning, Software Development, or maths is required.
We’ll talk through what Artificial Neural Networks are, how they work, and the role data plays.

By the end of the session, you should feel confident enough with the inner workings of Artificial Neural Networks to recognise opportunities for their use, identify risks in implementation, and bore your friends and family at dinner parties.

Stories and storytelling can inspire people where bullet points may not. Isn’t it always the story, the anecdote, the example that you remember long after the event?

Business storytelling is storytelling with a purpose and for results. Whatever you are trying to do in business – leading people, managing change, or building your career, storytelling can help you do it better…that’s a guarantee.

In this power packed session you will:

• Discover business storytelling
• Explore the use of storytelling
• Identify storytelling applications in your context.

Design Thinking is a human-centric approach for creative problem solving while putting humans at the centre. It encourages organisations to focus on the people they’re creating for, which leads to better products, services, and internal processes. When done right, Design Thinking ensures that greater user empathy, reinforced with targeted research and experimentation, is translated into more useful products for customers, and greater value for the company.
If Design Thinking is so powerful, why do only designers use it in so many organisations? Shouldn’t leaders in other parts of our businesses adopt this method to improve their team’s results and culture?

In my talk, I would argue that Design Thinking is NOT a designers only tool, it should not be owned by the design team, as every single one of us can benefit from using this approach. It allows non-designers to use creative tools to address a vast range of challenges in a creative and innovative way – whether it’s in our products, our teams, our business processes, or even in our personal lives. I will share my story and my experience as the Head of Design at PageUp going through the challenge of implementing a human-centric approach across the organisation; the successes, the failures and most importantly, the learnings.

The aim was to communicate Agile values and principles – and embed new working practices – that would change the way teachers work, both in the development of online courses and for classroom teaching. To help achieve this, we created an Agile Learning Design microcredential for Haileybury, which is now being made available to any teacher. In this talk, Peter tells the story of successes, and what was less than successful, and where we go from here.

The theories that ground a lot of organisations often references paleolithic data, but how accurate is the science in this area from an Indigenous viewpoint? Join this session to hear from Tyson what we can learn from First Peoples in regard to better ways of working, collaborating and leading.