Calendar of Events

Explore the pitfalls and traps when doing agile transformations “at scale”. In this webinar, you will be presented with specific and vivid examples of anti-patterns/symptoms you most likely have seen but were not able to qualify as systemic symptoms.

Become increasingly aware of and less tolerant fake adoptions, agile masquerades/theaters. You will also understand potential negative downstream outcomes of agile “mask shows” on individuals (themselves) and whole organizations – something that is unlikely to be ignored.

In addition, receive one additional but very important asset: ability to understand System dynamics and as well as develop interest in further experimenting with system modelling, when back at work.

And for our organizational/agile coaches, scrum masters, learn how to leverage the content to put to use immediately, by: (re)positioning yourselves within employing companies/clients/prospects in a way that would add make them more valuable and respected..

Additional point of discussion:

• Are you relying on quality talent to assist you with your agile transformations?
• Misunderstanding of agile coaching role – Why organizations get this part mostly wrong?
• Talent dilution, industry-wide – Why are there so many inexperienced agile coaches in the market?
• “Bad business” – Why reliance on staffing firms and head-hunting agencies for agile talent procurement causes more harm than good?
• Fallacies of big solutions – Why Big Bangs and ‘all–at-once’ transformation attempts are ineffective?
• Centralized coaching towers – Why creating ‘Centers of Excellence’ and enforcing ‘best practices’ and ‘operational models’ leads to local optimization? Why placing such ‘org constructs’ inside ‘standard’ power structures (e.g. Architecture tower, PMO) further worsens the situation, while jeopardizing individual safety?
• Rebuilding vertical organizational towers horizontally – Why ‘flipping’ conventional functional areas of control (e.g. QA department, BA group, PMO) on their side and calling them ‘Communities of Practice (CoP)”/chapters/guilds, while preserving reporting lines and other conventional dynamics (e.g. still doing individual performance appraisals by community/chapter/guild, leads to negative outcomes) is the same, as “rearranging deck seats on Titanic”?