Global Enterprise Agility Month

Delivery Week 

15+ talks and experience reports over 4 weeks for £150 + VAT

Delivery week tickets for just £50 + VAT

Week 4 Guests

View Full Talk Descriptions Below

Tuesday 27th July 12:30-14:00 BST 

 

Nets Merchant Services have been running agile at the team level for about 4 years with good success in building the thing right, but were we building the right thing?

 

In this session, Susan Scott will talk about how the adoption of SAFe in our 4th year of agility enabled Nets to scale agile across the enterprise with Finance, Sales, and Customer Ops and fully pivot from projects to products.

Agile First >  SAFe Second.

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Governance at Times of Disruption

For most organisations, having an established governance structure is a regulatory requirement.

 

Depending on the sector, this governance structure is underpinned by prescribed roles and assigned responsibilities held by named executives within the firm.

 

However, during times of disruption this structure is often challenged and, in some cases, would collapse under extreme conditions which impact the firm’s resilience and ability to operate in line with its recovery plan.

 

The pandemic in 2020 is a clear example that highlighted the importance of having a dynamic governance structure that is robust to withstand the extra disruption seen while being flexible enough to accommodate the unique situation that this event presented.

In this session, Luma Zitani (Senior Manager, Accenture) explains how to create a dynamic governance structure that is robust to with stand extreme disruption.

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Wednesday 28th July 12:30pm BST 

Agility Despite Scale with Organigram Adaptif   

The word “anarchy” usually carries negative connotations. However, it is remains a widely practiced form of governance, and in many cases a vital approach to tackling some of our most complex business problems.

This is a back to basics talk.  We will look at what makes an “enterprise” different from other organisations, where agility comes from, and as enterprises grow, what will help them to preserve their agility - despite their size.


Abid Quereshi will present a case study of an organisation of considerable size and monopoly – a company of whose products we all use – and look at how we took an off-the shelf “agile scaling” solution and reduced it to the essence of agility which we called “Organigram Adaptif” or “The Adaptive Org Chart”

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Dare to Challenge, Dare to Think Differently.

In the complex world we all now operate, the promise of Agile and the myriad of new ways of working aren’t working…there also needs to be a new way of thinking. Learn how to make better decisions faster using the complementary battle-tested and business-proven tools and techniques of Red Team Thinking.

Marcus Dimbleby will give an overview of the problems facing organizations attempting a change in a VUCA world (Agile, Leadership, Culture) covering: 

  • A brief history of Red Teaming

  • An overview of the science and psychology behind this revolutionary method

  • An introduction to the tools and techniques of red teaming

  • How to enable critical and contrarian thinking without fear of reprisal

  • Realization that new Ways of Working require a new Way of Thinking

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Being agile without Agile Coaches at OVO Energy

How do you scale agile working without becoming dependent on an army of agile coaches or scrum masters?  OVO Energy has over 50 product engineering teams - and it’s growing fast.

 

In this case study, Amanda Colpoys will describe how she worked with OVO to develop a strategy that embedded agile working within their culture, allowing them to maintain just a small agile function as they scaled.

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Thursday 29th July 17:30 - 19:00 BST 

Conflicts of Transformation

The final session of Enterprise Agility month will include a presentation from Andrew Clay Shafer and a Panel discussion/Q&A with his colleagues from Redhat's Global Transformation team. 

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This delightful presentation will frame the tension between innovation and efficiency with a focus on patterns of failure and success balancing competencies organizations need to deliver technology outcomes. Change may be inevitable but resistance to change might be even more inevitable.

 

Do you see these patterns in your organization? Are you harmonizing these forces to your benefit?