Share and learn while having lunch or just have lunch :)
The best time to talk with speakers and attendees
Let's rock'n roll and have a great time!
Discuss, share and learn together while having coffee
Share and learn while having lunch or just have lunch :)
We are opening the conference with few announcements for orientation
Everything comes to an end
The best time to talk with speakers and attendees
Share and learn while having lunch or just have lunch :)
Let's rock'n roll and have a great time!
Discuss, share and learn together while having coffee
You are more powerful and able than you usually give yourself credit for. That’s what The Responsibility Process shows. The Responsibility Process is a natural pattern in our minds (discovered, documented, and perfected over the last 30 years). It shows how we stay stuck or grow to overcome challenges. potent self-leadership tool for taking ownership You can put it to use to claim the freedom, choice, and power you deserve. Leaders and coaches worldwide find The Responsibility Process priceless in their own life and work, and in building powerful teams, leaders, and cultures. This keynote promises breakthrough information and inspiration for all.
Christopher Avery CEO, Partnerwerks Inc.
'The Responsibility Process guy' is a reformed management consultant. After a decade helping corporations help smart, ambitious professionals find ways to cope with lives they don't want and think they can't change, Christopher realized coping skills are overrated. A better skill is knowing how to apply your innate leadership ability to face and overcome any challenge. That's freeing. Today he supports leaders and leadership teams in generating newfound freedom, choice, and power for themselves and others. How? By advancing the world's first proven how-to approach for understanding, teaching, and taking personal responsibility. Christopher is the CEO of Partnerwerks, Inc., the leadership development firm. Wondering why so many smart people spend unhappy lives at work, he left a perfectly good job in his mid-twenties to return to school and earn a Ph.D. in organization science from the University of Texas at Austin.
Keine Panik! Meine Session ist zwar eine Kanban-Einführung, ich habe aber nicht vor, die Prinzipien und Praktiken das 1000. Mal aufzuwärmen. Leider verwenden die meisten Unternehmen Kanban nur dafür, ihre Dysfunktionalität routiniert zu verwalten. Ich will meine Erfahrungen von zahlreichen Kanban-Einführungen teilen und zeigen, worauf es wirklich ankommt, damit man ernsthafte Verbesserungen in einer Organisation erreicht.
Klaus Leopold Managing Partner, LEANability GmbH
Dr. Klaus Leopold is computer scientist with many years of experience in helping organizations from different industries on their improvement journey with Lean and Kanban. He is co-author of the book 'Kanban in der IT' (in German, published by Hanser Verlag) and co-author of the English translation 'Kanban Change Leadership' (to be published at the end of 2014 by Wiley). Klaus is one of the first Lean Kanban trainers and Lean Kanban coaching worldwide and he is co-founder of the Limited WIP Society Austria and the Swiss Limited WIP Society and founding member of the management network Stoos. His main interest is evolutionary change leadership at the value stream level using the Kanban method.
Will follow shortly...
Hier erfahren Sie, welche Prinzipien hinter Personal Kanban stecken, wie man mit einem Personal-Kanban-Board starten kann und wie einen das beim Führen von sich und anderen unterstützen kann. Wer nicht nur theoretisch mit Personal Kanban starten möchte, findet vor Ort Material, um direkt ein erstes eigenes Board zu erstellen. Der Vortrag richtet sich also an alle, die aus ihrem Chaos heraus möchten oder ihre Ordnung und Entscheidungsfähigkeit weiter verbessern möchten, um für ihre Teams und Kollegen als gutes Vorbild voranzugehen.
Nadine Wolf Akkreditierte Kanban-Trainerin / Agile Coach, it-agile
Nadine Wolf ist gelernte Friseurin und Diplom-Kauffrau, und sie liebt es, wenn kleine Veränderungen große Wirkung haben. Sie hat im Dezember 2011 im Verwaltungsteam „Moneypenny“ bei it-agile angefangen. Inzwischen hat sie viel agile Luft geatmet, eine Coaching-Ausbildung absolviert, Kanban-Knowhow erworben und hat sich so zum Agilen Coach und zur Akkreditierten Kanban-Trainerin entwickelt.
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action. Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.
Nicolas Mercier Organizational Agile Coach, CGI
Nicolas is passionate about agility and it is a contagious passion! People who work together effectively and find ways to deliver high-value products for their clients is what motivates him the most. He found Scrum somewhere around 2007. Since then, he went from being a developer to becoming a Scrum Master and now, he spends his time as an agile Coach. He deploys all his energy in passing on his passion for agility. Having worked in all types of organizations, he is able to help others move forward on their agile journey. As a speaker and trainer, he talks about agility on many stages.
Frédéric Paquet Agile Coach, CGI
Before getting into agile coaching, Frédéric worked as a developer, architect, PCO, advisor to the PMO and project manager in both the private and public sector. He was also co-founder of a web company in the field of psychometry and soft skills development and worked as CTO for more than 10 years. Frédéric is now helping organizations to improve their performance using his own agile toolset that he is continually improving.
Agile leaders don’t empower people, they create spaces where people thrive and deliver value faster. It’s up to individuals to feel empowered, not for leaders to empower the individual. How can we create this environment and break old habits that get in the way?Agile leaders can give control and increase people’s intrinsic motivation by taking advantage of how we are wired – and by increasing technical competence and organizational clarity.Jenni will share the neuroscience of empowerment; as well as how we can re-wire our brains to create new habits that make it possible for us to grow and succeed.
Jenni Jepsen CEO, goAgile
Jenni Jepsen works as a transformation advisor at Denmark-based goAgile. She helps people transform organizations to create lasting change. By focusing on the value to be achieved and understanding where clients are and where they want to go, Jenni works closely with them to increase organizational effectiveness, motivation and results. She has proven experience supporting people so they thrive through change. In this way, organizations transform into places where people achieve real value and delight customers every day. Jenni is an expert in change leadership, communications, and Agile ways of working. She integrates neuroscience concepts into her coaching, training and sparring with leaders at every level. In addition to having her certificate in NeuroLeadership, Jenni is also a certified Intent-based Leadership™ Practitioner, certified LEGO® Serious Play™ facilitator, DSDM-certified Agile Project Leader, PSPO, SAFe® Program Consultant, Certified Scrum@Scale practitioner, and Agile coach. Jenni consults, writes and speaks worldwide about leadership, teams, and how to take advantage of how our brains function to get optimal thinking in the workplace. She runs Intent-based Leadership™ courses together with award-winning author of Turn the Ship Around! L. David Marquet, and is currently writing a book about how leaders create ownership.
Kanban and Lean are supposedly driven by data - we use metrics to improve, we use metrics to verify whether our changes lead to improvement, we use metrics to manage flow. But how to we get all these numbers? Do we need powerful tools to get them? Do we need a lot of infrastructure? Do we need sophisticated math? This talk will show how far low-tech, lightweight solutions can carry you. Also, we look a little into different ways to gather data for later processing with more sophisticated tools without committing too early on implementation.
Michael Mahlberg Showrunner, TCG The Consulting Guild GmbH
Michael has been running his own company in Germany since the mid eighties and moved his focus from implementation to organization in the mid nineties. Working in a all kinds of industries from pure software development companies through to public administration and from companies with less than to dozen employees to the big multinationals, he has not yet seen a project where architecture and processes where not of crucial importance. As an ‘early adopter’ of agile – and later co-founder of the Limited WIP Society Cologne – he now spends most of his time supporting clients in their quest for more effective ways to work, mostly by applying lean and agile concepts.
''When will it be done?'' For ages this has been one of the first questions customers have.Over time we have stepped away from traditional planning as it was unreliable and left behind estimation poker as it was not good enough. In Kanban systems, probabilistic forecasting turned out to be a good approach -- yet there are still open questions.What if there are multiple points where work can enter (or leave) the system or if work may also flow backwards? Are there ways to do reliable forecasting in such a system? The power of maths may offer a way and in this talk you can learn how it works.
Olga Heismann Agile Facilitator, Leanovate
Olga Heismann works at Leanovate in Berlin, Germany in the field of agile methods and organizational development. She grasps every opportunity to facilitate. What helps her in this? Logical thinking is her great strength. Initially Olga is a mathematician and software developer. Besides crunching numbers Olga can also deal well with people. She completed a three year training as a coach, gave seminars on interdisciplinary communication, conflict management and diversity, and gained experience with agile methods in different teams.
Jon will share lessons learnt on the journey at Barclays. In particular how our ‘better value sooner safer happier’ continual improvement (previously known as ''Agile Transformation''), is centered around Outcomes, especially flow, where we measure Lead Time across the firm and send out monthly vector metrics to senior leaders. We also include insights on quality, control compliance and we have data on colleague engagement. Jon will also touch on Value and how we try to ensure that it’s not faster for the sake of faster.
Jonathan Smart Head of Ways of Working, Barclays Bank
Jon is leading on better ways of working across Barclays Group, with 120,000 colleagues. Jon has 20+ years experience of taking and leading an agile approach to change, starting out as a developer on the trading floor in the early 90’s. He and his team is the winner in the category of ''Best Internal Agile Team'' and runner up for ''Most Valued Agile Professional (UK)'' at the Agile Awards 2016.
I started reading Fitness for Purpose in the exact moment lots of discussions around market and product segmentation was happening at Elabor8. Traditional marketing segmentation approaches were not resonating with me, and I felt like doing to check the box. The ideas brought in the book were so compelling that I’ve decided to give them a go and trying stuff out as I was reading. This talk will share this case study with distilled theory and practice of:
Márcio Sete Head of Technology Services & Principal Consultant, Elabor8
Marcio is an experienced technologist with curiosity for what makes high-performing technology organisations great, and how software makes organisations better. He has a passion for helping organisations excel and grow happier teams who deliver better software faster. Marcio is a Principal Consultant at Elabor8, heading the technology practice, and along with his team, he is showing organisations how to build secure, resilient, rapidly evolving distributed systems at scale. His experience compounds principles and practices of Software Craftsmanship, DevOps, Cloud Computing, Lean, Kanban, Systems Thinking, Complexity and Emergent Learning. Since 2001, Marcio is deeply involved with different communities of practice. He has been awarded as Microsoft MVP - Most Valuable Professional in Application Lifecycle Management for six years, 2010 - 2015. He is also a frequent speaker at Meetups and Conferences.
In der Logistik wird mit minimalen Margen gearbeitet. Die Ansprüche der Kunden an den Logistik-Dienstleister als Innovator und Treiber sind sehr hoch. Es braucht extreme Kreativität um erfolgreich am Markt zu bestehen. Zudem hat sich die Zahl der Mitarbeiter im Unternehmen STUTE innerhalb von 10 Jahren verfünffacht. Um Internen und Externe Bedürfnissen Rechnung zu tragen, mussten neue Methodiken her die besser Skalieren und die Prozesse deutlich beschleunigen.Hierzu wurde KANBAN in der gesamten IT eingeführt. Ein Aufgabe bei der alle Mitarbeiter abgeholt wurden, aber nicht jeder mitgenommen werden konnte. Kanban in der IT bedeutet geistig umparken. In der Session teile ich meine Story zur Einführung von Kanban
Die selbstlernende Organisation ist das Ziel, um Mitarbeitern ein Umfeld mit einem hohen Maß an Beteiligung zu bieten.
Holger Rieth IT Leiter, Stute Logistics (AG + Co.) & KG
Holger Rieth ist seit über 10 Jahren IT Leiter der Stute Logistics (AG + Co.) KG und bringt über 20 Jahre Erfahrungen in Führungspositionen mit. Sein Spektrum bei der STUTE IT reicht von Entwicklung über Betrieb, bis zum Projektmanagement. Das Projekt war nicht weniger als die gesamte IT zu „kanbanisieren“ und dann auch Kanban zu digitalisieren und ein maximales Maß an Transparenz zu schaffen, aber dabei sehr agil zu bleiben. Neben Kanban begeistern Ihn noch Adaptionen von weiteren Lean Methoden wie Kamishibai und SQCDP in die IT um auch zudem die Qualität der Dienstleistungen zu fördern was dem Unternehmen in 2017 den Digital Champignon einbrachte.
Digital market transformation forces organizations to cope with challenges in SMART-picking of future options from idea-pools in a CUSTOMER-Kanban environment. In order to stay fit-for-purpose (F4P) appropriate services need a market-fitting design, implementation, and service-delivery meeting expectation-levels set by customers and other stakeholders. In VUCA-environments often getting to the right choice proves demanding not only to Service Request Managers, but also for seasoned Sr. Leaders on C-level. The technique referred to in this session was developed in recent years and evolutionary adjusted to fit various business contexts ranging from turn-around situations, wide-range applicability in high-tech SW- development, and also including XXL-scale programs for SW-implementation & roll-out. Its major contribution is an agnostic approach to addressing VUCA-characteristics in option-pools thereby allowing effective pick & structured processing of items to be pulled into DISCOVERY-procedures (which sometimes already impose major capacity-commit on knowledgable individuals running the evaluations) – the method massively leverages visualization techniques and therefore nicely fits Kanban-principles.
Boris Kneisel Agile Innovation Coach, herontix
Over the last decade Boris developed into the profile as a cross-industry Lean & Agile Innovation Expert – specializing in ''turn-arounds''. He loves the really challenging so-called ''Phoenix-projects'' the most (the ones that nobody believes in their delivery any more, at all…until their set-ups are adjusted…). He was employed with a German SW-industry Global-player for 20+ years and founded a consultancy boutique. As an Agile Coach be offers vast experience on approaches ranging from classic waterfall to various methods of increasing Agility (Kanban & Scrum), how to align Innovation-procedures (Design Thinking, TRIZ etc.) with them, how to scale-out their adaptation within large organizations (ESP & scaling frameworks), and how to ensure business resilience, continuous improvement & survivability (SixSigma, DevOps, KMM).
Welcome to the data-driven world. 39% of executives say their companies are already highly data-driven, but mentioning data can often result in concerned faces. Why is this? Is it the toxic nature that 'metrics' have become synonymous with or is it because we view using data as a dangerous flirtation with placing more value in tools and processes? This session will showcase how you can bring to life the scientific method in your coaching arsenal. I will share stories of data-based coaching in PwC and how we leverage it to have open, transparent conversations and more informed decision making.
Nicolas Brown Agile Lead, PwC
As Agile Lead at PwC, Nick works with multiple teams across the organisation, using data visualisation and empiricism as an approach to help teams and organisations continuously improve. He has previously operated as a scrum master for teams within PwC, and Royal Mail on its Digital programme. Nick uses data-based coaching to help teams find a way of working based on agile values and principles, whilst maintaining the focus on the continuous flow of value to the customer.
David Marquet delivers the powerful Intent-Based Leadership Message: that leadership is not for the select few at the top. In highly effective organizations, there are leaders at every level. Creating Intent-Based Leadership organizations results in a workplace where everyone engages and contributes their full intellectual capacity. A place where people are healthier and happier because they have more control over their work - a place where everyone is a leader. Intent-Based Leadership organizations create an environment for people to contribute so that they feel valued. They set clear goals so their people know how to do their jobs. They push control and decision making down the organization so people take responsibility and rise to the occassion. They maintain unity of effort by ensuring the supporting pillars of technical competence and organizational clarity are in place. As a result they achieve:
Intent-Based Leadership starts with rejecting the idea that leadership is for the select few at the top and instead embracing in highly effective organizations, there are leaders at every level. This method of leadership is based on empowerment, not ego, and process, not personality.
David L. Marquet President, Turn the Ship Around, LLC
David Marquet (MAR-KAY) was assigned to command the nuclear powered submarine USS Santa Fe, then ranked last in retention and operational standing. He “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This revolutionary approach not only took the Santa Fe from “worst to first” in the rankings, but also created more subsequent leaders than any other submarine. Stephen R. Covey called the Santa Fe “the most empowering organization [he’d] ever seen” and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time.
Many people in Agile and IT talk about Toyota Kata, but it seems very few have tried it out for real at any scale or duration and actual cases are far between. In this presentation I will share my last 4 years of experience with Toyota Kata and especially the job of scaling it across all layers of a 700 people IT organization. How does it translate to a context where the flow of value is counted in days and not seconds? Where did we fail, what adaptions were made, what results did we achieve and why is it both more powerful and more difficult than any of us believed?
Jesper Boeg Lean/Agile Consultant, Agile Upgrade
Jesper has 12 years experience applying Lean and Agile in the context of IT and innovation. He held the world's first LKU Accredited Kanban Training in 2012 and is the author of the popular mini-book ''Priming Kanban'' which can be downloaded for free at InfoQ.com.
What do the processes of developing software and launching a marketing campaign have in common? Everything except the final product. Widely, development and marketing teams have more occasion to collaborate. The result has been discovering how similar are the challenges they face in their daily work. Using the same tools, such as Lean and Agile methodologies, to tackle these shared process hurdles is the natural next step for symbiosis between these two departments. But...where to begin? Applying Lean & Agile in the marketing context is an experiment in creating a more efficient, streamlined workflow than a creative team may be used to. As the head of a marketing team, supporting the shipping of a SaaS product, I became accustomed to trying out methods I saw our developers use on my own team. After over two years running my marketing team on Kanban, I can attest to the fact that adopting a flow-based method that aims to deliver maximum value to the customer has the potential to transform the marketing game at scale. Recently, I have been collecting case studies from industry leaders who are also implementing Lean and Kanban in their marketing departments. I will share some of their learnings with you. This talk will centre on how Lean Kanban principles and practices can move beyond development and production, in order to boost collaboration, communication and transparency in any marketing team.
Monica Georgieff Agile Marketing Coach, AgileSherpas
Monica Georgieff, author of ''Lean and Agile Marketing with Kanban'', is an Agile Marketing Coach and international guest speaker on the topic of applying Lean and Agile in creative departments. She is the former Director of Marketing at Kanbanize, a leading vendor of Kanban software for process management and a contributor at chiefmartec.com. Currently, Monica helps in house marketing teams across a wide variety of industries as well as digital marketing agencies in Europe bring Lean and Agile methodologies into their process, take control of their workflow and measure their efficiency.
The Kanban Policy Game is a fun way to experience how policies affect performance. In the game you are hired as a coach to lead an Agile transformation. To achieve success, you have to improve the performance of the teams in the client organization in terms of lead time and throughput. As Kanban method practitioner you decide to introduce and apply the six Kanban practices.
Dimitar Bakardziev CEO, Modern Management Institute
Dimitar Bakardzhiev is an expert in driving successful and cost-effective technology development. As a LKU Accredited Kanban Trainer (AKT), Kanban Coaching Professional (KCP) Dimitar puts lean principles to work every day when managing complex software projects. Dimitar has been one of the evangelists of Kanban in Bulgaria and has published David Anderson’s Kanban book as well as books by Goldratt and Deming in the local language.
Viele Teams, viele konkurrierende Ziele und Erwartungen waren der Ausgangspunkt für ein Experiment bei BI@OTTO: 11 Product Owner organisiert als Scrum-Team, um gemeinsam die Vielzahl der Themen in einem komplexen Umfeld besser bewältigen zu können. In unserem Vortrag stellen wir vor, wie wir bei BI@OTTO, mit Teamgeist, Kanban Flightlevels, Wardley Maps und weiteren Tools, von einem Zustand mit “zu viel” Arbeit zu einem Zustand mit der “richtigen” Arbeit zur “richtigen” Zeit gelangen wollen. Der Vortrag zeigt, was wir bisher in unserem Experiment erlebt haben und was wir als nächstes aus welchem Grund verbessern werden.
Sina Schmidt Product Owner, Otto GmbH & Co KG
Sina Schmidt ist Product Ownerin im Bereich BI 4 Marketing bei OTTO. Sina ist die Initiatorin des Experiments ''Product Owner als Team innerhalb einer Business Unit''. Als Ideengeberin mit großem Enthusiasmus für agile Produktentwicklung & Produktmanagement unterstützt sie andere Product Owner in ihrer täglich Arbeit. Ihr Hauptaufgabe sieht sie darin, gemeinsam mit ihren Kollegen Klarheit über das Was in der Produktentwicklung herzustellen und zu erhalten. Dabei gibt sie Hinweise zur Verbesserung und Weiterentwicklung sowohl auf organisatorischer als auch auf fachlicher Ebene. Sie sorgt durch ihr unermüdliches Werben für den eingeschlagenen Weg für Freiräume zum Denken und Handeln. Vor ihrer Tätigkeit bei OTTO war Sina Produktmanagerin bei der Bauer Xcel Media sowie als Beraterin bei Cassini Consulting tätig.
Falk Engelmann Scrum Master, Yantsu
Falk ist seit über 10 Jahren freiberuflicher Scrum Master und setzt seine Erfahrungen mit agilen Managementmethoden unter anderem im Bereich BI 4 Marketing bei OTTO ein. Mit seinem Fokus auf agile Organisationsentwicklung, ist er Treiber des Experiments ''Product Owner als Team innerhalb einer Business Unit''. Durch seine in verschiedenen Branchen und Aufgaben fundierte Methoden-, Prozess-, und Führungskompetenz gibt er dem PO-Team die richtigen Werkzeuge an die Hand, Transparenz zu schaffen, sich als Team zu finden und strukturiert fachlichen Mehrwert zu erzeugen. Dabei setzt er immer wieder den Impuls, den Blick von Heute auch bereits auf mögliche Erfolgsfaktoren von Morgen zu richten. Durch die Arbeit mit elf Product Ownern optimiert er die Prozesse zur übergreifenden Zusammenarbeit, Priorisierung und der Definition gemeinsamer Ziele.
Work in progress limits can be a little baffling, but it is the biggest thing you can do in your team and organisation to affect the value that you deliver. I could have done a boring talk, but people expect more from me! In fact, if I don’t have the nosiest session at the conference, then I am not happy! Work in progress limits can be a little baffling, but it is the biggest thing you can do in your team and organisation to affect the value that you deliver. I could have done a boring talk, but people expect more from me! In fact, if I don’t have the nosiest session at the conference, then I am not happy! Welcome to...WIPscape. You will enter a room, but will you ever leave? Before your eyes you will see several tables where teams will be formed. You will be given a number of challenges that will introduce you to why limiting work in progress is important, how you do it and cracking some of those myths. You will need your wits, your knowledge, your creativity and team collaboration to be able to complete the challenges. If you are successful, you will take the glory, while the others will be locked in the room forever! Are you ready to play a game?
Helen Meek Agile Coach, Ripple Rock
Helen is an outgoing and driven coach and trainer who is passionate about working with Individuals, teams and organisations on their road to agility. Helen has working with many varied organisations and teams in many different industries and brings this vast wealth of experience and knowledge to her training and coaching. Helen has a holistic approach to coaching operating with individual team members, whole teams, leaders, managers and executives across technical and non-technical departments. You will often find her working with clients on rolling out enterprise level Kanban or Scrum. Helen is proud to be an Accredited Kanban Trainer with the Lean Kanban University and runs regular classes publicly and privately. Not forgetting her roots Helen is a regular trainer for Agile and Scrum. Helen is a great believer in sharing her knowledge and encouraging other to do the same and enjoys growing the Agile and Kanban communities. She has many achievements under her belt including:
Helen is an authentic coach with many years of real, practical experience and war wounds from her own Agile journey. This is what makes Helen the ideal coach, trainer and leader.
Agilität ist toll für den Kulturwandel und die Digitalisierung. Damit steht man im Employer Branding besser da - wir fühlen uns besser!Aber was haben wir wirklich davon? Wie beweisen wir, dass wir mit agilen Methoden auch finanziell erfolgreich sind? Wir brauchen KPIs und Business Cases, die den Wert von kultureller Veränderung und Agilisierung erheben und nachweisen. In diesem Talk berichten wir über unsere Erfahrungen in verschiedenen Firmen der Otto Group und haben einige Negativbeispiele. Weiterhin teilen wir mit euch unseren Ansatz wie Business Agility sinnvoll eingesetzt werden kann.
Kathrin Schröder Agile Coach, Otto Group
Kathrin ist Agile Coach im Agile Center der Otto Group– eine Anlaufstelle für Konzerngesellschaften, Teams, Führungskräfte und Mitarbeiter, die ''agil'' werden wollen. Sie verfolgt das Ziel OTTO zu einem selbstorganisierten Unternehmen zu entwickeln und begleitet agile Transformationen in unterschiedlichen Bereichen und Konzerngesellschafter der Otto Group. Kathrin ist Ansprechpartner für Kanban, Business Agility und Agile Organisationsentwicklung.
Kristine Kiwitt Agile Coach, Otto Group
Kristine Kiwitt arbeitet seit über 10 Jahren in der Otto Group in verschiedenen Rollen: Business Analyse, Projektleitung, Führungskraft in der Business Intelligence und jetzt Agile Coach. Seit 2017 baut sie mit ihren Kollegen das Agile Center der Otto Group auf – eine Anlaufstelle für Konzerngesellschaften, Teams, Führungskräfte und Mitarbeiter, die „agil“ werden wollen. Sie ist Ansprechpartner für Agile Organisationsentwicklung, Agile Leadership und Business Agility.
If organizational survival is determined by its capability to move, we can conclude that organizations must have developed brains and feedback loops to coordinate movement and thereby avoid extinction. However, organizational structures and functions are at times as hard to figure out as those of the brain.Thus, I suggest studying organizational dysfunctions will help us improve our change management activities in organizational systems. Ultimately, what we call organizational agility – intentional, goal-directed and smooth organizational movement, shall become as easy as grabbing a cupcake.
Andreas Bartel Kanban Coach, flow.hamburg
Andreas is a Kanban Coach working for Lotto 24 AG. He is currently supporting the executive board kanbanizing the IT and the rest of the organization, including Finance, CRM, and Legal. He also offers his know-how as a freelancer. Andreas has begun his professional career at Sun Microsystems, pushing the level of User Experience of office productivity software to new levels, be it the desktop, web or mobile. Lately, his love for great software products has changed into a passion for guiding organizations to reliably deliver well-fitted products and services in a sustainable and humane manner.
Will follow shortly...
Wolfgang Wiedenroth Kanban Trainer & Coach, it-agile
Wolfgang works a consultant at it-agile. Wolfgang main focus lies on enabling clients to improve their business to more agility, while at the same time creating work environments where people love to work. Viewing situations in systems in combination with Lean thinking and the Kanban Method, Wolfgang helped lots of customers in improving the services including Software development, Operations, Marketing, HR, Hardware Development. As a trainer he often intertwine theory with his real-life Kanban experiences and introduce concepts with practical exercises.Wolfgang is co-founder of the Limited WIP Society Munich, host of the Limited WIP Society DACH group on XING. He also co-translated Mike Burrow's book 'Kanban from the Inside' to German.
Viele wollen agile Organisationen. Einige wissen, warum sie das wollen. Wenige wissen, was das sein soll. Kaum jemand weiß, wie man dahin kommt. Eine agile Organisation ist eine besonders flexible Organisation, die sich den Marktbedürfnissen schnell und dynamisch anpasst. Sie widersteht Stressoren und Schocks nicht einfach, sie wird dadurch besser: eine agile Organisation ist antifragil. Der Vortrag verdeutlicht, wie wichtig Leadership ist, um die Organisation in diese Richtung zu entwickeln und dass die persönliche Entwicklung der formellen und informellen Führungskräfte essenziell für effektives Leadership ist. Die Teilnehmer nehmen Inspirationen und Modelle für agile Organisationen und effektives Leadership mit.
Sandra Sieroux Agile Management Consultant, it-agile
Sandra Sieroux wurde Ende der 90er mit dem Agilen Virus infiziert. Seither hat sie begeistert in zahlreichen kleinen und großen Projekten agile Entwicklungspraktiken und -werte gelebt und weitergetragen. Ihre Agile Reise begann dabei zunächst als Softwerker und mündete 2010 in die Arbeit als Coach für it-agile GmbH. Hier erlebt sie die Herausforderungen und Synergien einer Agilen Organisation am eigenen Leib und coacht und berät in ihren Projekten Teams und Organisation bei der Einführung Agiler Werte und Methoden. Sandra begeistert sich für die scheinbar grenzenlosen Potentiale und Energien, die freigesetzt werden, wenn die Projektbeteiligten ihr gemeinschaftliches Interesse entdecken und Hand in Hand für den gemeinsamen Erfolg arbeiten.
Stefan Roock CEO, Agile Coach and Certified Scrum Trainer, it-agile
Stefan Roock hilft Unternehmen, Führungskräften und Teams dabei, ihre Potenziale zu entfalten - hin zu erfolgreichen Unternehmen, die ihre Kunden und Mitarbeiter begeistern. Er ist davon überzeugt, dass dazu strukturelle, personelle und interpersonelle Themen im Zusammenspiel adressiert werden müssen. Stefan Roock hat seit 1999 agile Ansätze in Deutschland maßgeblich mit verbreitet und weiterentwickelt. Zunächst hat er als Entwickler in agilen Teams, später als Scrum Master/Agile Coach und Product Owner gearbeitet. Heute arbeitet er zusammen mit seinen Kollegen daran, dass Unternehmen langfristig mit agilen Denk- und Arbeitsweisen erfolgreich sind. Dabei fokussiert er auf agile Leadership. Er ist regelmäßiger Sprecher zu agilen Themen auf Konferenzen, bei User Groups und in Unternehmen. Außerdem schreibt er Bücher und Artikel zu agilen Themen. Vor kurzem hat er das Buch ''Agile Unternehmen'' im dpunkt-Verlag veröffentlicht.
The Kanban Maturity Model levels are defined by the outcomes an organization consistently achieves, by the sophistication of the general practices we recommend, and by the nature of the culture - defined by the values people hold. This talk will explain how the KMM approach to culture appraisal avoids the bias of self-reporting, and using invalid instruments for measurement, by instead relying on four types of evidence the appraiser finds that supports or contradicts if a value is strongly held. People need to hold these values strongly - to believe these things matter - or they will be unwilling to implement changes or abandon disciplines that got them improved results. Therefore, this talk will also explain the approach to providing practical guidance for leaders (and coaches) to drive the adoption of the values that increase the willingness to evolve the implementation of the specific practices as a means to get improved results.
Steve McGee Management Consultant, smci
Steve McGee helps businesses survive disruption by helping senior management drive implementation and adoption of leadership and management practices that increase business agility. Steve has 30 years of experience in leadership and organization development, from developing programs that teach leadership and develop character, to creating, implementing and supervising staff training for leadership schools. He has organizational change experience ranging from culture change at two not-for-profit schools to creating and running a customer service department for a software and services company, taking initiative to define and implement agile management and contracting practices. Steve spent six years in Japan coaching Japanese managers working at foreign companies, and co-authored the book The Silicon Valley Way to help Japanese businesses implement innovation management practices to increase business agility. His professional organization leadership experience includes tenure as former president and director of events of the Bay Area Organization Development Network, and as a founding member of the Association of Change Management Professionals.
How does Kanban handle risk and recovery in global disaster relief and business continuity? The definition of disaster is a condition in which demand far exceeds capacity to cope. Reports of relief efforts after disasters such as earthquakes and tsunamis show lack of coordination, overwhelmed relief workers, and problems with transporting supplies. Before a disaster, preparation means looking at dimensions of risk reduction: vulnerability, efficiency, resilience, system fragility, and the policies of a recovery plan. Kanban is uniquely well-suited to manage conditions of unbalanced demand vs capacity. This talk looks at the way elements of Kanban can help your business before and after a market disaster, as well as improve serious disaster relief worldwide.
Janice Linden-Reed CPO, Lean Kanban Inc.
Janice Linden-Reed is Chief Program Officer of Lean Kanban Inc. Overseeing all Lean Kanban University certified Kanban training programs, credential programs for Kanban professionals, and the Lean Kanban Conference global series. Her professional background includes game design and production, starting companies, managing software development, and building communities for professionals. She works with organizations around the world seeking to use Kanban to improve results. She is from San Francisco, California but now living in Seattle, Washington.
Der Weg hin zu einer modernen Produktentwicklung ist mitunter weit und kann viele Veränderungen erfordern, die mit ebenso vielen Fragen einher gehen:
Werden diese und andere Fragen vernachlässigt, so kann das Spektrum der Symptome von Zeitverschwendung über Frust bis hin zu offenen Konflikten reichen. Dieser Vortrag fordert Transparenz, Fokus und Anpassungsfähigkeit von einem Veränderungsvorhaben ein und illustriert eine einfache Möglichkeit dazu.
Thomas Epping Organisational Development and Management Methods, codecentric AG
Thomas Epping arbeitet als Berater für Organisationsentwicklung und Managementmethoden. Er sucht, öffnet und etabliert individuelle Wege für produktive Zusammenarbeit entlang von Wertschöpfungsketten. Besonderes Interesse richtet er auf Muster in Organisationsformen und Interaktionen.
Will follow shortly...
Markus Andrezak CEO, überproduct
Markus besitzt mehr als 15 Jahre Erfahrung in der Entwicklung von Internet-Produkten und hat vor der Gründung von überproduct fest oder als Dienstleister für ein breites Spektrum von Unternehmen gearbeitet (eBay Classifieds Group, eBay, AOL, Scout-Gruppe, MyHammer, Gruner & Jahr und lange bei mobile.de). Er hat aus erster Hand erlebt, wie schwer Innovation in erfolgreichen, umsatzstarken Unternehmen zu realisieren ist und weiss, was funktioniert – und was nicht. Diese Erfahrung will er mit seinem Netzwerk in möglichst viele neue erfolgreiche Produkte einfließen lassen. Markus ist Autor zahlreicher Veröffentlichungen und Vorträge in internationalen Agilen und Kanban-Szene. Er ist Fellow der Lean Systems Society und war 2012 für den Brickell-Key Award nominiert. Er ist zudem zertifizierter Innovation Games Facilitator.
Feedback and cadence enable agility and evolution, as much for agile organisations as thriving organisms. For example they help your organisation...
Andy Carmichael Director and Principal Trainer, Huge IO (UK & Ireland) Ltd.
Andy is principal Kanban trainer for HUGE.IO (UK & Ireland). He brings to the task many years' experience of management and implementing agile methods in organisations, both large and small. While his interests in agile approaches are wide-ranging, he's particularly interested in agility for larger businesses, and customising solutions to their context and scale. He's written a number of books, including the recent ''Essential Kanban Condensed'' guide, which he co-authored with David J. Anderson.
There are two recognized failure modes in Kanban implementations: aborted start - the kanban system design was too ambitious; false summit plateau - a failure to aspire to effective business outcomes, and, or, a failure to create just enough stress to catalyze further changes. Business are subject to evolutionary forces in the marketplace: only the fittest survive and thrive. Kanban provides the mechanism to drive evolutionary change and enure the survival of fit-for-purpose products and services. The main and first purpose of the Kanban Maturity Model is to guide appropriate implementation to avoid both failure modes. The secondary purpose is to provide a roadmap to guide further improvements whilst continuing to avoid both failure modes. The results should enable steady improvement towards fit-for-purpose products and services, and a fit-for-purpose, sustainable, thriving organization with satisfied customers and reliable, predictable economic results. Appropriate use of the Kanban Maturity Model increases the probability of a successful outcome.
David J. Anderson Chairman, Lean Kanban Inc.
David J Anderson is an innovator in management thinking for 21st Century businesses. He is chairman of Lean Kanban Inc., a training, consulting, events, and publishing business, making new ideas accessible to managers across the globe. He has more than 30 years’ experience in the high-technology industry, starting with games in the early 1980s. He worked at IBM, Sprint, Motorola, and Microsoft, as well as a number of startup businesses. He is the pioneer of both the Kanban Method and Enterprise Services Planning.