Agile is a decentralized strategy in deeply centralized organizations. This conflict is made worse when the people in agile can’t adjust to the mindset. Transforming skills, culture, leadership, talent, and perception of quality, ambiguity, bias, and skills creates struggle in new agile practitioners.

In this session, you’ll explore the way agile is supposed to work and look at strategies for easing the transition to this approach. You’ll revisit the Agile Manifesto to find clues for transition and identify the new skills and competencies required for agile success. You’ll look at how to challenge the culture to balance agility, efficiency, predictability, accountability, and throughput, as well as how to promote and drive collaboration and participation to ensure trust. You’ll also discuss how to determine the explicit change to leadership.

In this session, you will learn:

• About the subtle imperatives that make agile work
• How to redefine competencies and behaviors for agile staff
• How to create a job benchmark to identify appropriate agile talent
• How to defocus hierarchy and focus on collaboration and trust
• How to change the culture to drive agile success
• How to identify and share bias

Audience:

Designers, developers, managers, and senior leaders (directors, VP, CLO, executive, etc.)