Save $195! Limited Availability!
Attend both Flow Academy and the 2019 Business Agility Midwest Conference with a single pass!
Day 1. The visual context of agile work
The Framework. Understanding the overall Flow framework, the development of new leadership values and the concept of value-based agility
The Operating Model. Agile and changes to the IT or corporate operating model: exploring the value of new visual work methods and their capacity for keeping operating models fluid
The Customer. Introducing tools for customer centricity: keeping waste out of the Flow
Exercise: Developing your customer segmentation
The Product. Assessing priorities in product and feature development in multi-disciplinary teams
The Market. Ensuring a string perspective on market dynamics and ecosystems
Day 2. Design to delivery
Challenges and blockers. The new challenges to doing good work
The new PMO. Visual portfolio management
Exercise: Creating your Portfolio Wall to address specific problems
Designing work. From Portfolio to units of work: A flexible approach to work breakdown
DevOps and Flow. Small steps to big change and increased value
Managing value – learning a stack of value tools
1:00-2:00pm Keynote – Speaker TBD
2:00-4:00pm Interactive Workshop Content
Three executive speakers discussing their organization’s digital transformation.
Moderated panel discussion and Q&A with the Executive Speakers.
Facilitated small group discussions on how to apply Digital Transformation techniques and ideas discussed in Executive Presentations and Panel within your organization!
Nationally recognized thought leaders share their experiences with Organizational Digital Transformation.
Agility Practitioners discuss how Digital Transformation was implemented in their organization.
RECENTLY ADDED! Interact with other Conference attendees and discuss Digital Transformation/Business Agility! Let’s build a Midwestern U.S. Business Agility community together! Admission to the November 6th network event is included with your full conference pass. Includes one drink ticket, light food, and cash bar.
Retailers that offer fresh products such as fruits, vegetables, dairy, and seafood have a big problem—shelf life. This presentation is a case study of how the #1 company in the world empowered a product manager and his team to greatly improve how fresh products move through the supply chain, from fields and water, to customer kitchens.
You’ll see the Business Agility principles, practices, and artifacts the team used to improve customer experiences with fresh products. The outcomes are staggering—and so is the fact this was a new, but motivated, business team intent on innovating to solve one of the company’s biggest challenges.
Consumers have many choices when it comes to wine and spirits purchases. Brand managers know this and execute smart strategies and campaigns to capture awareness and win loyal customers. But Marketing campaigns are fast-moving and complex, requiring many elements to deliver at the same time. Add in the fact many team members and agency partners are remote and the challenges intensify.
This presentation is a case study of how a world leader in Beverage applied Business Agility to control a never-ending sea of moving parts in four brand teams’ Marketing campaigns. While most were happy to be involved in this pilot, initially, some doubted Agile could work in a nonIT setting. Here’s what happened.
In 2018 the Defense Innovation Board (DIB), an advisory panel comprised of technology companies, academics, and DoD personnel, issued “How to Detect Agile BS,” a publication intended to alert Agencies that are purchasing “agile” services to the signs of “fake agile.” The problem is that this board, made up of some of the biggest names in the business, got it wrong!
In this workshop Jeff will offer a solution to solve fake agile, along with a fact-based rebuttal to one of the biggest misconceptions about agile today.
In “Agile BS and the Leadership Impediment” you will learn how the Defense Innovation Board missed the root cause of the problem they were trying to solve. Drawing upon research from his latest book, Great Big Agile: An OS for Agile Leaders, and based on interviews and assessments of more than 200 self-described agile organization, Jeff will present data, models, and solutions to the problem and demonstrate why Agile is really a multi-layered leadership model.
Some of the data discussed includes:
45% of agile teams say they lack management support
51% of managers report that they do not have leadership skills needed for large-scale agility
65% say corporate vision and philosophy conflict with agile values
Clearly developers are not the problem!
Attendees of “Agile BS and the Leadership Impediment” will gain an understanding of WHY it is critical for leaders, managers, and customers to embrace agile, WHAT they need to do in order to embrace agile, and HOW they can go about embracing it. They will learn about “reverse metrics” that depict leadership’s cultural transformation, and how to expand agile values, ceremonies, and techniques beyond the core team and to senior management in a way that’s never been done before.
No one changes anything serious about themselves or their organization without good reason. It is tough work to break a pattern of behavior. One of the worst organizationally is the dreaded competitive VISION, it crystallizes almost everything human beings dread about coming to work.
But I am a leader and leaders lead by missionizing people – So if this is true how do I get my people, teams and organization to galvanize and reach their potential?
In transformational period leaders often fail to connect to anything but an individual’s sense of survival, and so they get survivalist responses. When people’s world shifts, so does their sense of what’s valuable in their work and themselves. Asking for transformational change is asking people to embrace a new vision of themselves and their worth, that’s world altering — It needs to be generative when instead it is often mechanical and dead.
Together we are going to change that.