Let’s continue this new conversation where we elevate Agile to a new level and keep the momentum going as we uncover a greater understanding of what drives real, sustainable change and Transformation.
Are we taking responsibility for the outcomes we’re promising in Agile Transformation? And how do we stay accountable along the way? What is the plan for how we get there?
In this experience report, the Transformation Lead at Ford Motor Company, Amy Palazzolo, describes how Ford has adapted to an ever-changing marketplace. She outlines how they were able to get leadership buy-in to turn themselves into a product-driven organizationBuilding an Agile Enterprise
Most organizations aren’t built for change. Whether it be unaligned leadership, competing “experts”, or archaic operating systems—they just aren’t designed for it. Organizations are designed to get the results they’re currently getting. If you want different results, you’re going to need to change the way we do things.
Change is going to require more than just getting Agile teams to do Agile things. It’s going to require a complete overhaul of your entire organization that will result in an ecosystem that is conducive to Agile.Amway Experience Report
In this report, the Manager of the Agile Transformation Office walks you through their journey toward becoming an Agile enterprise. Along the way, Tom will discuss where Amway was, what they had to do in order to get to where they’re at, and what the future looks like as they try and broaden the scope of their Transformation.A Roadmap for Change
Let’s say that tomorrow you decided to go all in on Agile. What would you do next? How would you go about orchestrating a change that spanned thousands of people, the existing management structures, and legacy technology? How would you do it in such a way that business could continue operate smoothly? All of this while balancing the need for short-term gains with the bigger, long term wins.
If you don’t have an answer. You’ve already lost. During this session we’ll explore what a pragmatic and realistic roadmap for change actually looks like.Travelport Experience Report
Predictability, Productivity, and Business Value are all challenges that organizations face—regardless of whether or not they’re trying to go Agile. Learn how Travelport was able to use Agile Transformation to address these challenges and finally get the results they had been searching for.What Every Agile Organization Has in Common
The starting point of the Transformation, the desired end-state, the methodologies, and the implementation details vary from organization to organization. But every single company that has found success in Agile has something in common. They’ve all centered their Agile efforts around four key principles: the alignment of business capabilities, being throughput-focused, planning against measurable outcomes, and designing a system with minimal dependencies. This talk will take an in depth look at these four principles and how they can apply to your organization.GreenSky Experience Report
In this experience report, the VP of Strategic Relationships & Initiatives at GreenSky Credit walks you through how Agile implementation was able to stabilize their system of delivery, prioritize work, and help them go after new markets.The Business Value of Agility
No one adopts Agile for the sake of adopting Agile. No one. They adopt Agile because they’re looking to derive some sort of business value and exploit the promises of Agility. They want to reliably make & meet commitments. They want to be able to respond to change. They want to be able to flex to customer demand. And, let’s be honest—they want to make and save money. Otherwise, what’s the point of making all these big, disruptive changes in your organization?
In this session, you’ll discover the real value of Agility as we discuss some of the measurable financial impacts of achieving better business outcomes.Surescripts Experience Report
Learn how Surescripts used Agile to go beyond methodology and how that improved their ability to understand capacity in a way that allowed them to align with their overall strategy.