The Agile20Reflect Festival Archive

Free Global 24/7 Agile Festival February 2021

Pull Transformation: How-To and 2 Case Studies

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Pull Transformation is the only kind of change that actually works. Pull tailors a tiny but uncompromised end-to-end proof of concept capability – business, design, delivery and devops – then matures it into a “Steel Thread” and grows the capability at an exponential rate without ever pushing change into any existing teams and streams.

In this session the founder of the XSCALE Alliance will share the gory details of two highly successful Pull-transformations we strategized and coached over a five year period, 2009-2014. The first transformed a portfolio of 330 people at Australia’s largest insurer, Insurance Australia Group. The second transformed a whole corporate group of 50,000 people at Australia’s largest banking group, the Commonwealth Bank of Australia.

Both organizations have experienced many waves of agile and “Agile” since those days. The value they’ve received thereby varies depending on what you mean by value and when and who you ask about it. Still both organizations generally conform to what you may think of as Agile Manifesto values and principles where many (most?) Push transformations of similar scope leave nothing but an AINO bureaucracy – Agile In Name Only …

RTP ALN Open Space: The Pandemic and Onward

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The Raleigh Durham (RTP – Research Triangle Park) Chapter of the Agile Leadership Network is hosting our annual OpenSpace Conference. This year the conference is coordinated with the Agile20Reflect Festival.

Our organizing theme is “The Pandemic and Onward.” For many in technology, remote working and distributed teams are familiar territory. In other business sectors, like financial and manufacturing, the pandemic isolation has been a disruption. For personal services and hospitality, its been nothing short of a disaster.

Outside of business, the pandemic has turned the modern dilemma of a person who is “alone in a crowd” into a person who is “in a crowd alone.” Our contact with others is mediated through apps and telecommunication devices. At one time we have never been more connected while being so apart.

And, yet, we see adaptation, innovation, and change: theaters stream live performances and musicians sell concerts from their living rooms; Zoom has become synonymous with on-line conferencing with families and friends; schools consider a future where there are no more snow days.

How has the pandemic disrupted the workplace? What role has Agile played in the response to the disruption? Which of these changes are lasting? What does the Future of Work look like after the pandemic has ended?

Join us to explore the past, present, and future of Agile through the lens of the global pandemic and our response to it.

Can Agile HR help us realise true organisational transformation?

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Future of Work Scotland Agile HR Agile20Reflect Festival

It’s time for HR to become a strategic partner in guiding organisational wide Agile transformation and building human-centric workplaces. People sit at the heart of Agile, and the HR domains of culture, talent development and organisational design are crucial components of any business transformation. Indeed, a HR team equipped with the right skills and knowledge can help accelerate the mindset change. However, the opposite is also true and when HR fail to embrace Agile and appreciate the negative impact traditional HR processes and systems have on the success of Agile practices, HR itself can quickly become a blocker.

In this session we’ll explore the growing Agile HR movement and how the approach is beginning to co-create an enriched employee experience and help craft the future of work. We’ll also look at how roles such as HR Business Partner and Agile Coach can begin to collaborate and learn from each other.

Agile Transformation A Balancing Act

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Based on our research, members of the Agile Research Network will talk about how we explored the successes and challenges encountered by two organisations as they transformed. We highlight the tensions and how the organisations had to find acceptable balances between:

1. disruption and business as usual
2. empowerment and goal setting
3. autonomy and processes and procedures
4. behaviours and skills.

We offer suggestions on how other organisations can learn from our research finding.

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