Podcasts about agilent

Play Episode Listen Later Nov 26, 2024 13:24

Trump droht Mexiko und Kanada mit 25 Prozent Einfuhrzöllen. China wird mit einer Anhebung der Zölle auf alle Importe um 10 Prozent. Die Rhetorik sorgt vereinzelt für Turbulenzen, obwohl insbesondere gegenüber Kanada und Mexiko solche Zölle unwahrscheinlich bleiben. Abseits der Politik fallen die Nachrichten uneinheitlich aus. Die Aktien von Kohl's, Agilent, Zoom und Best Buy stehen nach den Quartalszahlen teils stärker unter Druck. Analog Dives, Dick's Sporting und JM Smucker profitieren hingegen von den Zahlen. Die Aktien von Amgen stehen unter Druck, weil die Erfolgsquote bei dem Gewichtsverlustmedikament in der zweiten Testphase die Ziele der Wall Street nicht erreicht hat. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Trump droht mit Zöllen

Play Episode Listen Later Nov 26, 2024 29:32

+++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ Ein Podcast - featured by Handelsblatt. Trump droht Mexiko und Kanada mit 25 Prozent Einfuhrzöllen. China wird mit einer Anhebung der Zölle auf alle Importe um 10 Prozent. Die Rhetorik sorgt vereinzelt für Turbulenzen, obwohl insbesondere gegenüber Kanada und Mexiko solche Zölle unwahrscheinlich bleiben. Abseits der Politik fallen die Nachrichten uneinheitlich aus. Die Aktien von Kohl's, Agilent, Zoom und Best Buy stehen nach den Quartalszahlen teils stärker unter Druck. Analog Dives, Dick's Sporting und JM Smucker profitieren hingegen von den Zahlen. Die Aktien von Amgen stehen unter Druck, weil die Erfolgsquote bei dem Gewichtsverlustmedikament in der zweiten Testphase die Ziele der Wall Street nicht erreicht hat.

NewsWare's Trade Talk: Monday, November 25

NewsWare‘s Trade Talk

Play Episode Listen Later Nov 25, 2024 13:07

S&P Futures are trading higher this morning. President Elect Trump nominated hedge fund manager Scott Bessent as Treasury Secretary. Bessent will look for the economy to grow its way out of debt and spur bank lending. Multiple key economic reports are due out this week including the Fed meeting minutes and the PCE report. There are a host of earnings reports due out this week, Zoom, Agilent, Dell, Best Buy, CrowdStrike, Autodesk, and retailers Dick's Sporting Goods and Macy's. Summit Materials (SUM) is higher as privately held Quikrete is offering $52.50 a share in cash for the company. In Europe, stocks are higher as the EU & China appear to be on track to resolve the recent tariff on Chinese EV into Europe. Oil prices have turned lower as Middle East tensions are falling.

europe china zoom european union middle east fed oil best buy crowdstrike trade talk autodesk sporting goods treasury secretary pce chinese ev agilent quikrete

#122: Empowering Diversity with Nosa Oyegun & Louria Lindauer

Play Episode Listen Later Oct 30, 2024 37:15

Join us as we explore how Agile in Color is breaking down barriers in the Agile community and empowering people of color through mentorship, support, and leadership. Learn how you can be an ally and foster a more inclusive environment in your own Agile journey. Overview In this episode of the Agile Mentors Podcast, Brian Milner is joined by Nosa Oyegun and Luria Lindauer from Agile in Color to discuss the importance of diversity, equity, and inclusion within the Agile community. They dive into the mission of Agile in Color, barriers to entry and success for people of color in Agile, and the role of allies in fostering a more inclusive industry. The conversation also highlights the power of mentorship, vulnerability, and community support to drive meaningful change in organizations. The episode concludes with a call to action for listeners to engage with Agile in Color and contribute to the movement for a more diverse Agile community. References and resources mentioned in the show: Nosa Oyegun Louria Lindauer Agile in Color The Canary Code by Ludmila N. Praslova, PhD Email For Details of Coaching with Mountain Goat Software Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Mountain Goat Software Certified Scrum and Agile Training Schedule Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Nosa Oyegun has over 15 years of experience, and is a seasoned Agile Coach passionate about empowering cross-functional teams, removing impediments, and championing customer-centric solutions. Skilled in Agile frameworks like Scrum and Kanban, she focuses on fostering collaboration, driving value delivery, and nurturing growth for individuals, teams, and executives. Louria Lindauer is a dynamic enterprise strategist and coach with over 25 years of experience, known for transforming complex challenges into clear, actionable solutions. Certified in DEI strategy, Agility, and Emotional Intelligence Leadership, she helps leaders build vision, empathy, and bold organizational cultures where courageous truth and sustainable change thrive. Auto-generated Transcript: Brian (00:00) Welcome in, Agile Mentors. We are back. We're here for another episode of the Agile Mentors podcast. And today, I have with me actually two guests. I know, you're shocked, right? I only ever really usually have one, but I have two. Two for the price of one today, right? I have with me Nosa Oyegun and Luria Lindauer. Welcome in, guys. Nosa Oyegun (00:27) Thank you. Thank you for having us. Louria Lindauer (00:30) Yes. Brian (00:30) Delighted, absolutely delighted to have you guys here. And I hope I said your names correctly. If I didn't, please correct me. OK, awesome. Well, for the listeners, I did get help before. just so you know. But we're here because both Nosa and Luria work for, or are associated with, I should say, associated with an organization called Agile in Color. Nosa Oyegun (00:37) You nailed it. Louria Lindauer (00:38) You did. You did it. Brian (00:56) And I've known several people that have been in and around and involved with that organization. And I just thought it would be a good idea to have them come on and tell us a little bit about it and kind of help us understand a little bit about the mission and purpose there, what they're trying to accomplish with Agile and Color. So let's start with that. Give us kind of a, if you had to describe it, why does Agile and Color exist? Nosa Oyegun (01:24) I would say Agile and Color exists for people who look like us, right? Now, does it include everybody? Yes, we do have members who do not necessarily look like us on the outside, but we all bleed red, right? And so it is a group of like-minded individuals who have come together and said, how do we support our community? How do we support those who are already in the industry? And how do we support those who are trying to get into the industry? Because one of the things that we've realized within the community is there are so many people who might want to get into the industry, but do not have the resources. And so we consider ourselves that resource hub to be able to allow and say, hey, why don't you reach out to this? Why don't you contact this? But that is the sole purpose of being able to mentor and be mentored, just like you always say, Brian. Brian (02:15) Love it, love it, thank you. Yeah, that's awesome, that's awesome. That's a great mission and a great purpose. I know, in today's world, I think there's a lot of confusion around kind of the diversity, equity, inclusion kind of whole topic area and maybe some controversy that may be unfounded and just kind of silly. I'm just kind of curious. I mentioned both your perspectives on this. Why do you feel like really that diversity, equity, inclusiveness, why do you feel like that's an important thing for Agilist, for Agile teams, for Agile organizations? Louria Lindauer (02:48) Hmm. Okay, so this is one of my loves. do a lot of push-packing inclusion. It's important for no matter who you look like for everyone. I'm sure you love a sport. What sport do you love? Okay, so you go with a group. Brian (03:14) gosh, football. Football's my sport. Louria Lindauer (03:18) Going with me to a sporting event, I'm not your people, right? But you wanna go with your people. You wanna go have some fun so you don't have to explain why the ball just went out of bounds and why he's down, is he hurt? And I'm asking all these goofy questions, right? And the reason it's so important is because we need diversity of thought. Because in any, like let's think of a group and let's take away the one dimensional just color, which it is very important. That is a important part. It's a part of who I am as a human being. We are multi-dimensional. I'm sure that you're just not Brian. I'm sure you're just like Brian with the glasses. There's so much that encompasses you. know, like me, I'm a mom, I'm a daughter. You know, I'm an agilism diversity, I include them so many different things. And to be able to have that diversity of thought allows us to have cross-functional teams. But the biggest thing is it's a sense of belonging. So I don't have to explain why maybe my hair is like this or the challenges that I embrace in an organization. There's systematic discriminations in almost all organizations. Because that's just where we, as we change, there's still things that were a certain way. And so now what's important is that we start to recognize those. And you may not see them. So like, I'll give you an example. If you came, well, I was gonna say to my dinner, but my family's very diverse. My dad is... white and Jewish. But anyway, if you go to where I am, you know, into my family and we were in a group, I'm the majority. And so we welcome you in. In the organizations, Aladi's organization, was the only, I have a background in South American, the only Black woman, period. And as we move higher, it becomes very lonely. And even CEOs become lonely because they're the only one. Brian (04:47) Hahaha. Louria Lindauer (05:15) And so when we get together, it's about leadership opportunities, but it's also about that sense of belonging. We can talk about things that other people may not understand. Because this is about people of color as well that come and we can share. It's so important to have a place where we can talk about the things we want to talk about, just like you want to talk about football facts without explaining to me all that stuff I don't understand. Brian (05:40) Right, right, that makes sense. Nosa, anything that you would add to that? Nosa Oyegun (05:43) would even say that the interesting part about it is, like Loria alluded to, is the fact that we all have the story. And so when we all get into the room, what's that shared story that doesn't create that imposter syndrome? Or just that life experience? I can look at Loria and say, hey, I'm having a bad hair day, and she knows what I'm talking about. And so it's the beauty of having that shared experience and being able to say, it's a safe space. You can talk about your fears and we can lock arms together and make this happen for you. Brian (06:23) Yeah, now this is so good. Yeah. Yeah, please. Louria Lindauer (06:23) And can I add one more thing is the beauty also, Nosa and I are very different also. So I learned from her. She has a totally different background from me. A lot of people think because we're all per se like black, we come from very different. I have a friend, she's Nigerian and she came here at a very young age and she did not understand why people were like almost, she felt targeted. as a Black person. She was like, what is going on with all of these isms and race? I don't get it. And so that very different experience opens up insights and perspectives that even happen with people of the same color because people know that people are different. We're all different. Yeah. Brian (07:13) That's really good. I mean, for the listeners here, I mean, I wanna be real, right? I want us to have some honest discussion here because I think you have to have honest discussion here when we talk about things like this. what you guys said, I think is a really important consideration because we all have our own. kind of biases that we may not even be aware of. And even saying that word, I know there's probably some people who are listening who think, OK, now you're calling me this. No, I'm not trying to place a label on anyone, right? If you can set that aside for a moment, set aside the triggering and just not allow yourself to go to that place for just a moment and just consider, right? The point you make is a great one that we tend to want to find likeness, right? We want to have someone we identify with that that person's like me, so they understand me. They know what I'm going through. They know my considerations. In the past, what I would hear a lot in organizations is this term about they're not a good culture fit, right? Somebody is not a good culture fit. And that kind of language can sometimes, you know, kind of belie something underneath it. It's like, they're just not like us. And, you know, that's the issue, right? That's not a problem that they're not like you. That's actually a strength, right? That's a good thing. You don't want everyone all thinking the same. Nosa Oyegun (08:47) Yeah. Exactly. Diversity matters. Brian (09:01) You want people who, yeah, that bring different perspectives, different paths, different cultures, that makes us better. So I really hope people consider that, right? And like I said, we all have sort of innate bias. That doesn't mean racism. That just means bias. Right, everyone. I mean, we talk about bias in product owner classes that, you know, like, Louria Lindauer (09:08) Yep. Okay. everyone. Brian (09:30) a sunk cost fallacy and things like that. That's a bias, you know, and we all have biases whether we recognize them or not. And I think part of the effort in this, from my perspective, is just trying to recognize and overcome those things in all of us, right? Trying to say, where is that boundary line for me? And how do I push past that, right? Nosa Oyegun (09:32) Mm-hmm. Louria Lindauer (09:55) I would also say there's an awareness that you, my lived experience may be different than yours. And if something happened to me and it didn't happen to you, that it doesn't make it real. So I don't think Brian, you will ever understand the pain of having a baby, but you might just say it's fine. No, it is not. It is you worst pain and you can't describe it. It's something that instead of, if someone feels Nosa Oyegun (10:07) Correct. Louria Lindauer (10:24) Like if you say something and I feel hurt by it, the always say impact supersedes intent is to listen. And now you become the student. This person also has to speak up and say why that is offensive. And the other person say, it's not really about you. It might be that I got ran over by a bike once and then you say something and it triggers a trauma in me. And so that, you know, when I say, tell people, and if I told no, this is I have to work 150 % as a black woman to, I still, have all these degrees and certifications and years and years. I won't tell my age, years and years, right? And I still, they're like, really? And the other thing, we're talking to a community of practice right now, Agilist, okay? It is how sometimes, how you're in an organization and they're like, there goes those agile people. I know we've all heard it. Like don't pretend like you have, Brian (10:56) Yeah. Yeah. Right. Louria Lindauer (11:23) point to you, you've heard it. And the engineering are like, man, here comes his out-y'all coach. It's that type of And if you could step into that, it's just a different context is that it's there. And biases are also, we all have them. And sometimes it is a meaning of safety because something happened to us. know, like my daughter is, she's a teenager, she always says like, teens are bad because she saw teenagers doing bad things. Nosa Oyegun (11:34) Absolutely. Louria Lindauer (11:53) I'm like, but you're a teenager. That's just a bias that she has. culture fit, I heard you talk about culture fit. Culture fit, sometimes, like Southwest did this. Southwest did where they wanted people who were open-minded and had an agile mindset. Okay? They wanted that leadership. If you came in with a fixed mindset, you didn't fit that culture. But however, what you're alluding to is sometimes people use culture fit. in another way. There's always a yin and a yang, right? And so it's the one that is not right where we're like, it's the culture of it. And, you know, and that's called like a halo bias where we look at people. You can have a HR person and they'll hire 15 new people. And I've had this and I'm in the room and I'm like, all these people, they have different skin colors, but they all are you. They all like they're, they're all introverts. They're all this. They're, Nosa Oyegun (12:21) way. Yep. Brian (12:23) Right. Yeah. Louria Lindauer (12:49) cultural values are the same. They care about labels, they care about power and all these things, they wanna be on time. I'm like, you just hired a bunch of yous. So there's no diversity. And so we still can do that. Diversity and equity inclusion is more than just outside and we look indifferent. Cause I can just hire a bunch of me's and you still won't go anywhere. You know what I mean? Yeah. Nosa Oyegun (12:58) Exactly. Exactly. Yeah. Brian (13:13) Right, right. Well, so I want to ask you guys this because there's a there's I did some research earlier this year and read this book called The Canary Code that was really focused more on neurodiversity and kind of inclusion programs for the neurodiverse. But one of the things that kind of resonated with me that they pulled from that book that was really something that they pulled from more racial diversity, equity, inclusion programs. was that they divided up to saying that what we're trying to identify is that there are barriers to entry and there's barriers to success. And that started to really resonate with me that there's barriers to just getting your foot in the door. And then there's the barriers that once I'm there, that prevent me from actually being successful. So how does Agile and Color really help in those situations? How do they help with barriers to entry and barriers to success? Nosa Oyegun (13:52) Absolutely. First thing I would say is just knowing who you are as an individual. Because it's one thing for us to say, hey, I'm an agilist and I'm in this group, okay, fine. But do I go back to the fact that my foundation, I do have the degrees that I need, the certifications that I need, the education that I need, the experience that I need, the community that I need, right? To thrive in this space that I'm trying to get into. because again, goes back to that imposter syndrome, right? You have an interview, you have a panel interview, and you have nobody in there that looks like you. And you wonder, okay, am I in the right space? Am I in the right place? You know, would they even hear? For example, a lawyer alluded to this. I am originally, my family was originally from Nigeria. A lot of times people joke and they say, no, so you don't have an accent. And I'm like, well, because, you know, but people expect. that if you're talking to a Nigerian or someone who was originally from Nigeria, they have a thick accent. Well, I don't. And actually sometimes don't understand people who do, believe it or not. And so, you you walk into a boardroom or you walk into a meeting and I have to literally program my mindset. so Agile in Color, one of the things we do again that being mentored and mentoring is saying, who are you? Right? Take away your... Brian (15:16) haha Nosa Oyegun (15:34) limitations, take away the fact that even you're an agilist, put that to the side. Who are you? You you're empowered to do great things. You're empowered to succeed. You're empowered to thrive in whatever organization you choose to go into. And so being able to, again, lock arms together and support each other and remind each other of who we are innately first, and then add on that layer of not only do you know your stuff, right, but you're also educated. Louria Lindauer (15:40) Okay. Nosa Oyegun (16:02) You're also learned and you're in a community. And that's where our group as a community of practice is really essential. Because when you start hearing other people's stories, know, there are times that we have meetings and we're like, this happened at work and this, this, this. And we're like, you're not the only one that didn't know that. And so again, just being able to come together, remember who we are, one. Two, realize that we do have the skill set to thrive in whatever organization. And then three, to say we have a community that is a safe space. And so Agile and College provides those three steps, right, and more. To say you can come together and meet other people. Yes, we may have been in the industry for years and decades, but I always joke about the fact that Louria Lindauer (16:41) Yes. Okay. Nosa Oyegun (16:47) Only people who are below six feet below ground level stop learning. We all learn every single day. Brian (16:54) Very true, very well said. Louria Lindauer (16:54) Yeah. And we also have some very specific programs, like she was talking about coaching and mentoring. I mentor, I'm professional coach. And also we have a coaching, you can be coached. And that's Noza was talking about, that who you are. So when someone is new, I mentor some very young Agilist. And we have them come in, we set them up with a mentor, and they walk through the program. And we're also in a transition where we're rebuilding a lot of things at Algencolor right now, especially with the change in agility right now. And teaching people how can we use the skills that we have as Algenlists and remarket ourselves. But then we walk. This we help them. I've helped them learn how to interview but a lot of it's self-confidence working on imposter syndrome And we do these one-on-one mentors and coaching. We also have something called colorful voices where I think it notes that she was at the one in new orleans was it Was in global scrum gathering and will be at one in munich in may 2025 And so we help people colorful voices is helping people who have never really maybe spoken, you know, they've never done a speech Nosa Oyegun (17:52) Yes. Louria Lindauer (18:07) And we help them figure out how do you do that and getting seen to help you through the door. And then we also, because I've had that journey of how do I move up and around? That's what the mentoring is so special about. How do we do that? And the frustration of, you know, some people really want to give up that that being down and you hit a ceiling, it can make you want to give up. it's like. When do we transition? So that coaching and mentoring is really deep and we created a strategy and a plan for people and we walked through, but we do coaching and mentoring because you have to do self and you also have to do techniques because you can have all the techniques in the world. But if you don't know your impact and how to be a leader, okay, thanks. I've been led by super smart with tech and they have no emotional intelligence. And it's like, no, thank you. Please don't do that to me. Nosa Oyegun (18:56) Yeah. Yeah. One more gathering that we host as well, share your story. And so we bring in like-minded individuals in the agile space and they could be anywhere from non-tech roles, right, to in the tech space, but have some agile component in there and different roles. So not just coaches. So we have product owners, we have developers, anyone. The beauty about that is you get to see someone. Brian (18:58) Hahaha. Okay. Nosa Oyegun (19:24) who may not have started on a traditional path or maybe has to share their story and their journey. And then what I love about Share Your Story is the person who shares then nominates the next person to share. And so that just builds that community of, yeah, I know somebody else who may have a different path, but has also been through something that is worth sharing. And so, yeah, so several opportunities. Brian (19:39) That's awesome. Nosa Oyegun (19:53) And again, like Luria alluded to is because we're in that transitional phase in the season right now with leadership and all the things, we're also looking outside the box because we have some organizations that are saying, Agile is no longer relevant. And we're like, hold on. If you have to make a decision, you have to think through the process. It is a process. It's a framework. It's not, you know, just established. And so being able to recreate and reinvent ourselves and say, Brian (20:09) You Nosa Oyegun (20:22) Hey, do we need to incorporate change in here? Do we need to incorporate AI in here? Do we need to incorporate something else that makes our role more relevant and makes each person more marketable within their organization? So those are things we're considering in this moment. Brian (20:38) Yeah, that's great. There's a lot there, I think, for anyone who's listening who thinks, hey, maybe this could be of help to me in some way, shape, or form. I think that's a great job of explaining some of the kinds of ways that maybe Agile and color can be helpful. And maybe that is part of that barriers to entry, right? Just helping people, giving them that friend. friend, right? The kind of support. They can say, hey, it's someone like me. I think your example, Luria, about giving birth is a great one, right? Because I can sympathize, I can hold your hand and bring you a towel. I can do all these things, but I can't know what it feels like. I can't understand it from the same perspective. And if you want sympathy, you're going to feel better. if you get it from someone who's gone through it, right? You're gonna respect that person's opinion more than you would mine, because all I have experienced is the same thing that you have if you haven't gone through it, you know? So that's a great example to kind of make for this. Kind of flip a little bit, because we talked a little bit about how this can help people in some of the programs you guys offer that would help individuals. But I know there's gonna be a lot, you know, There's a lot of people that look like me as well that are out there that hear this and think, you know what, I support this. I want to do what I can do. I, you know, we understand, like, I think there's a lot of us that understand, hey, no one's saying that we need to be the Superman to come in and solve the problem. But, you know, we can ally, we can come alongside and say, Louria Lindauer (22:05) Yeah Brian (22:29) How can I be supportive? How can I make an impact in this area as well? What can I do? So what would you say to those kind of people who aren't people of color, but would support Agile and Color and want to see it grow and succeed? Louria Lindauer (22:43) Bring it on down. We have someone actually on our core team, Matt Carlson. And we are going to have, as we're transitioning, allyship. How you can come in, how you can help. And as an ally, they also get help as well. We need allies, no matter where we are. And we'll have some allyship training as well of what does it mean to be an ally, because we've had that. in the past where we've helped allies with, I really want to help and how do I, how am I an ally? What is the best ways? What do I need to learn? And so it's very important that we have allies where there is with organizations or, you know, it's, it's about that complete circle. You know, we need all people to help, you know, it's like a family. And then we have, we have extended, you know, like there's, have the allies of, you know, agile in color. I remember When I was a kid, would walk down the street and then it was safe. Okay, so please people don't call the police on my parents. They're too old for that. while I was like nine years old, I could walk to the store, it safe. But along the way, there was people who were always watching me. They were on the porches and they'd be like, bring me something and bring me this. But they watched me all the way to the store. And I came back. Those were my allies, my family allies. So it takes a community, it takes a village to... Nosa Oyegun (23:44) You Louria Lindauer (24:09) create change and to do things. So we more than welcome allies. And Matt is an amazing ally. Also, the important part of allies is that they give a perspective that we may not see. I always say that sometimes when it is my issue, if it's really close to my heart, I look at people like a tree and I'm, you you can see my whole tree. Nosa Oyegun (24:15) AMAZING! Louria Lindauer (24:34) But if I'm on that issue, I see the veins in the leaves. Like I'm not on the branches. I'm all the way in the veins. And it's the only part I can see. And so sometimes we need those different perspectives to be able to get it like, never thought about that. And that has really helped us a lot with, did you think about this? Or maybe this as well. And we're like, yeah, we never thought about that. And so that helped we educate one another. What do you think, Nosy? Yeah. Brian (25:00) That's so awesome. That's so awesome. Help me then just I'll throw one last thing you guys direction. In thinking about kind of where we are today and we've come a ways but we have a ways to go still. What do you see as sort of the biggest challenges today, the biggest hurdles that we've yet to really Nosa Oyegun (25:01) Yeah, absolutely. Brian (25:30) overcome that's really holding this back. Louria Lindauer (25:36) What do you mean by this? This? do mean this? Brian (25:38) Well, holding diversity, equity, inclusion, holding people... Louria Lindauer (25:42) You can. That's a great. Brian (25:44) barriers in either sense of the word. what are we not doing very, especially in the agile world, like what are we not doing very well right now that we really need to do better? Nosa Oyegun (25:57) Now, Brian, how much time do you have? That's the question. So, yeah. So here's what I'll say. And this is the NOSA version because again, that experience of, we have a different experience based on our backgrounds, right? So, and I think Loretta alluded to it earlier saying, well, my background, remember people saying minority. I'm like, who you calling minority? I'm not minority because where I'm from, I'm not minority, right? And so when I hear... Brian (26:00) Hahaha! Louria Lindauer (26:01) I'll say we are out of this. Brian (26:24) Right. Nosa Oyegun (26:26) even the term people of color and I'm like we're all a color you know that and this is what I love about our t-shirt right because it's a spectrum right and so going back to your question there is beyond the outside beyond the exterior the question becomes how do we unify and support each other like truly genuinely support each other because everyone always brings something priceless to the table. There's a reason why we all have a unique thumbprint. What I'm great at and what I excel at and what my strengths are, most likely not Loria's strengths. And so if I bring my strengths to the table and I am vulnerable and bring my weaknesses to the table as well, and my weaknesses are Loria's strengths, then we lock arms together and we make this happen. And so two things I would highlight is one, being vulnerable to say, I really don't understand this. Can I get some support? Can I get some help? Can I get some partnership? And then two, that encouragement of not saying, why don't you know this? You've been in the industry for five years. You should know this by now. There's no need to shame each other. Neither is there a need to say, because Brian is of a different hue, he needs to be in the C-suite office and I need to be in the back. No, it needs to be, we all bleed red. let's get out of our mindsets about this whole external thing and let's begin to truly and genuinely support each other as humans. One of the things I love, friend of mine always says is she's like, let's just be human. Let's just be kind and let's be there for each other because at the end of the day, there's so much going on in our world, right? But if we can truly be human and truly say, how can I live in a space where I can support someone else? And then how can I be vulnerable as well, regardless of who am in my career path? We can make things happen. Louria Lindauer (28:26) I have to, I love that note. I love the vulnerability because it's really, it is so important in the agile world and it's sometimes harder for organizations. And it's really hard for the minority or a person of color to do that because they don't want us to do it. They don't, sometimes it's just hard to be yourself because You know, there was a time when being LGBTQ or black, was frowned upon. I couldn't wear my hair like this. She couldn't wear her hair like that to work. There was a time where my best friend's a guy, he couldn't wear a beer. You can wear a beer because you had to be clean shaven. And the biggest fear, and I love this question, is people don't want to change. People like the same old same old. I've seen Agile is so hardcore Agile and they come in with all their Agile speak and they're doing, and they're not listening to the team that's right in front of them. Yes. Nosa Oyegun (29:17) I job police. Brian (29:19) Yeah. Louria Lindauer (29:20) They don't see, they're not aware, they don't have group awareness of what is happening and the impact. They go to these classes and grade and they come back and they try to just push. You don't wanna push, you wanna pull. You want people to be coming towards you so they're pulling. They're like, okay, okay, okay. I don't wanna push all my stuff on them. I want them to be pulling me towards. And so one thing right now with diversity, people don't want to change. It feels safe. If I was the majority and you told me I had to change and I'm like, why? know, sometimes that's hard when you're comfortable. So people are like, But now, thank goodness, I can actually look at people who are not my same color and say, buckle up, buttercup, because now you get to feel what I feel because that's so important in the agile community. It is Brian (30:10) You Louria Lindauer (30:17) taking your experience as an Agilist today and how it feels and saying, this is my experience, I wonder if someone else feels like that. Really taking the time to do that. And I think we do it better in Agile communities where we do the doing and the being. I'm not saying all Agilists, okay, but when we really embrace, the being is so important because sometimes we're technically strong and we gotta get better at that leadership mindset of emotional intelligence. Nosa Oyegun (30:34) I'm going to go Louria Lindauer (30:47) and being able to say, we need to change. Because if we we're going to get left behind. But in the same thing, know that you might be hurting someone. And to be curious, we need to get more curious, less defensive, and listen. Like, shut up and listen. Just be quiet. Listen. Nosa Oyegun (31:05) Exactly. Yeah. I actually coin. No, I was going to just add this real quick. actually coined my role as an agile coach as a therapist. And it's interesting because my colleague and I joke about the fact because I have a master's degree in psychology and she says, see, I wish I did that. And I say this to Laura's point is a lot of times people just want to be heard. And in addition to that is not just being heard. But what are they not saying that they're really saying by being quiet? Brian (31:08) I was thinking that too, the whole time. Sorry, go ahead. Ha Nosa Oyegun (31:36) Listen for that as well. Brian (31:36) That's so good, that's so good. Yeah, and I was just gonna say that it sounds like maybe we just need to all start by listening a little bit better to each other and seeking first to listen rather than to be heard. And if we can do that, then it's so much easier to understand each other and understand and help each other, right? Nosa Oyegun (32:00) Absolutely. Louria Lindauer (32:01) Yeah, let's lock arms and then let's take action that is agreed upon between us. So sometimes in the lead is called I can leave from behind and doesn't and I'm leading from the front, but we're still there or we're leading side by side. And to listen that maybe Brian, you're the one I need to listen to for this moment. And I'm just still there supporting you. It doesn't matter. We're all leaders. So how do we so that we all get what we need because a lot of people, awareness is great. Please start there first. Please don't move into action if you're not aware. Like go back. But sometimes we just stick, we get stuck in awareness. It's time now for action and it doesn't have to be this huge thing. Sometimes just a mentoring program and a hiring process instead of hiring a bunch of people of color and then they're now in this environment that kind of is awful and then the retention rates. We see that all the time. But having a mentor when you come in to help you and also work on the actual change in the culture, because maybe it is kind of, you know, messed up because sometimes a lot of companies, and I know this isn't your company if you're watching this, they are about money. So that is they won't mess with this very toxic, awful environment. And I'm not talking about diversity. can conclude I'm talking about for everybody in there because it's a money, moneymaker. And so then it has this toxic environment. And so us as Agilent, Nosa Oyegun (33:14) Yes. Louria Lindauer (33:28) can't help. And that's why at Agile and Color, we're starting to transition to how we can use our skills in project management, change management, because our skills are all the ones that they use anyway. just start. If you're looking for a job and you're an Agile coach, look now for change management, else? Project manager. They just change. And then if you look in the thing, job descriptions. just. Nosa Oyegun (33:36) Exactly. Yeah, very fluid. Mm-hmm. Just changed the title. Louria Lindauer (33:52) hype up that resume with more change management and those type of things because they can't get rid of that we need to do things quicker and faster and be human. They'll never get rid of that. Brian (34:04) That's awesome. I love the phrase too that you said there earlier, just about like it's a time for action. And I think that's a great way for us to kind of wrap up. if the people out there, if you hear this and agree, hey, it's time, I'm ready to act. I'm ready to not just stand up by the sidelines. Then what we're gonna do is we're gonna put a link in our show notes that will put you in touch with Agilent Color. And I encourage you, if you're a person of color or if you are interested in being an ally in some way for Agile and Color, I encourage you to reach out to them. They're a great organization. I'm really happy to have you guys on to share some of that vision and to spread the awareness a little bit of it. I can't thank you enough. Thank you for making your time and coming by and speaking with us. Nosa Oyegun (34:57) Thank you for having us. Thank you for having us. And for the platform that you all do here, it's amazing just to see not just the topic, but the diversity of the topics as well, Brian. So thank you. Louria Lindauer (34:58) Thank you. Brian (35:10) Thank you so much. Louria Lindauer (35:10) Thank you.

#119: Conferences, Connections, and Community with Chris Murman

Play Episode Listen Later Oct 9, 2024 34:21

In this episode of the Agile Mentors Podcast, Brian Milner chats with Murman about the value of attending Agile conferences, the importance of networking, and the impact of volunteering in the Agile community. They share personal stories, advice on making the most of conference experiences, and insights into how volunteering can open up new opportunities for personal and professional growth. Overview Brian Milner and Chris Murman dive into the world of Agile conferences, focusing on the upcoming Agile 2025 event and the benefits of attending. They discuss the evolving purpose of conferences, why networking and volunteering are crucial, and how approaching conferences with an open mind can lead to unexpected learning and connections. Chris also shares his journey from attendee to conference chair, providing a behind-the-scenes look at what goes into creating a memorable conference experience. Whether you're a conference regular or considering attending your first one, this episode offers valuable perspectives on getting the most out of these unique events. References and resources mentioned in the show: Agile 2025 Chris Murman Connect with Chris on LinkedIn Agile Alliance Speaker Submission Tips Webinar #105: Scrum Conferences & Neurodiversity with Brian Milner Special Episode Scrum Gathering Denver 2022 Mountain Goat Software’s Accurate Agile Planning Course Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Chris Murman is the Agile 2025 Conference Chair with over 15 years of experience in product management and leadership, He has directed successful launches for top brands like Verizon, NBC Universal, and Chick-fil-A. As the Executive Director of Product at JP Morgan Chase, and leads 20 cross-functional teams, driving innovative financial solutions and spearheading AI/ML initiatives that save over 6,000 man-hours per quarter. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today, a very special friend is here with us, Mr. Chris Murman. Welcome in, Chris. Chris (00:11) What's up, Brian? I don't know that I'm a mentor, but I'm here anyways. Brian (00:12) You're definitely a mentor. In fact, we're going to explain to people why you are here in just a moment. Chris is an Agile coach extraordinaire. He has been in the community for quite a while. And he is a fellow Dallas native here with me. And we connect a little bit at the last year's Dallas conference here for Agile. Chris (00:19) Okay, okay, sure. Sure, sure. Brian (00:40) And one of the things that I noted in that conference was they announced the next one, which is coming up in Denver, end of July, beginning of August -ish, we'll put it that way. And he was announced as the chair of that conference. So Chris is actually going to be in charge or leading or behind the scenes for just about everything that's going to take place at that Agile 2025 conference in Denver. So I wanted to have Chris on to talk about that a little bit. Don't think of this as an ad. It's not an ad for it because what I wanted to kind of help people understand was kind of the why behind it. When I normally talk about the conference, it's maybe a month or two before. Well, now it's next summer. So you have some time to plan. And now is the right time to kind of put that kind of stuff in your calendar if it's something that you're thinking about doing. or even maybe thinking about maybe should you volunteer or something like that for it. So Chris, how did you get involved with this kind of thing? How did you get involved with helping out with the conferences? What made you decide to help out in any way, shape or form? Chris (01:54) Well, like many, when I first started the work, I I fell into Agile backwards just like everybody else did. None of us did this on purpose. It just came along and we just started doing it and then it became something to do. in the 2010s when Agile was riding high and I... I saw these conferences as really cool learning opportunities and connection opportunities. People that I knew from the, that you and I both know from the local area, from meetups, would tell me about these conferences. I was attending DFW Scrum the last time that Agile 20XX was in Dallas. I did not go, but. cause I, was too late for me to find out and it was kind of pricey. And so I was like, so like conferences are where you just go and meet people and then they're like, yeah, you should just kind of go. So as, as with many of us who are like, well, how do I pay for these conferences to go? just said, well, I'll submit to speak. And, I don't know about you, but my first few submissions were not great. I, I, I. People always laugh when I say this, but I would literally copy and paste the headline and the entire copy of blog posts that I thought would be really cool to talk about. Because I started my blog, that was kind of how Chris Murman .com is kind of how people first started meeting me because I would promote it on platforms and stuff. Agile Twitter used to be really fun back in those days too. So I would just copy and paste the entire blog post as my abstract. And of course, now knowing what I know, like that was, that's just the worst thing to do in the world. but I didn't know what else to do. So I fell flat on my face the first few years and started getting some advice and feedback and such, and started getting accepted to speak around 2016. Spoke at. Spoke at several conferences that year, spoke at several conferences in 2017. 2018 comes along and they're like, and I'm like, hey, how do I help out? Like this is really cool. I connected with the Agile Alliance community, that specific conference community very, very well. And I'm like, well, how can I help? And they're like, here's three or four people, email them until they say yes. And I'm not. Brian (04:18) Yeah. Hahaha. Chris (04:34) I just was annoying and said, no, I'm not kidding. I want to help. And I got to chair a track. You know, I chaired all kinds of tracks for the next few years. coming out of COVID, I got asked to be on the program team. which is just when people are like, what's the difference between leading a track and leading like the entire program? Think of it as like, The track is like one tiny, tiny sliver in the program team has to go really very narrow across everything to know where everything is. Not that I know every set. I still, I'm like, that was that session was the conference that year. But, so we just have to be more broad in what are the themes that we want to talk about? What are the things that we want to do? and, and, you know, when you join the program team, you know, one of these years it's going to be your year. And then when you. when you're a conference chair, that's your final year on the program team. And then you just go back to civilian life, I guess. I don't know, which is, don't, I don't ask Dana. I don't know what civilian life is on the side of the conference just yet, but I will very soon. So I don't know. It's a, that's a rambling answer, but it's for the most part, that's really how I got going was just, I just wanted to go. You know what I mean? I just wanted to be there. And the only way I could do it was to get a free ticket. Brian (05:34) Ha ha ha. Yeah. Yeah, yeah, that's a, well, that's a great answer. I mean, I, I think I'm kind of, I mean, I probably have a little bit, there was probably a few more years I submitted before I got accepted to speak at the Agile Conference, but I probably submitted three or four years before I got something accepted. And that's even after reviewing a few years and seeing what good and bad submissions were like, you know, and trying to understand that. Chris (06:22) Thank Brian (06:25) But we were talking a little bit beforehand about just the concept of a conference in today's world. I know that we've seen sort of a decline in people who are attending conferences a little bit. And I'm not really sure whether this is a momentary thing or an economy -based thing or what. But when people ask you why attend a conference, what What do you tell people? Chris (06:55) Well, there's many things that you can get out of a conference. That's the cool part about it is that you can attend the conference for many reasons. And I would say now in 2024, coming into next year, 25, I don't know that the reasons for attending the conference are the same as they used to be, right? Because when we first started coming, there's this like, I don't mean to sound pedantic or like over inflate myself, but there's a level of like fame in our community. We have a tiny, tiny community. So you can get agile famous a lot of different ways. Like now you can just be an influencer and write like Chris Stone is a perfect example of someone who just cranks out a ton of content that it's for the most part pretty good and get the following that way. And then people meet you that way. Brian (07:27) You Yeah, yeah. Chris (07:53) there were a lot of ways that you could meet people back then. you could really meet a ton of people there. You could make a ton of connections. So ultimately, I just really wanted to learn. I love learning and I love being connecting with other people. I did theater as a kid, was performing at church as a kid. I was just that person that was always on a stage. so speaking is just another extension of that. You being in a training room all the time, again, it's just a performance. You're just giving a performance where there's hopefully... a few nuggets of wisdom. When I realized that that's all that it was, well then I wanted to do it. You know, I don't think that, but I don't know that that's the same anymore. I don't, you know, I don't hear people say, I learned a ton at this conference every year, right? Because a lot of work, we're, Brian (08:39) Right. Yeah. Hmm. Chris (08:59) we're rehashing the ideas in a new way. We're trying to explore things in a new way, but we're really kind of taking many people feel like that we're just taking the same rock and turning it over and just getting seeing if we'll be surprised the next time we flip the rock over, right? Like there's only so many times you can flip that rock over before you don't find anything new anymore. So, I, it is interesting to think about why do we What is the purpose of a conference? You know, because do you want to be known so you can get paid, right? Or get a job? You know, there's a lot of people that want a job. So can you get a job by going to a conference? I don't know. I don't, there weren't a lot of jobs in 2023 to hand out. There were some to be had this year. If you attended the conference and were looking like there were several people that had things to talk about and interviews to be had. Brian (09:28) Yeah. Chris (09:55) some of the jobs are starting to come back. like, okay, well, do you go because you want a job or if you're learning, like, well, what do you want to learn that you can't just learn from watching YouTube or TikTok or, you know, attend like, as you know, training classes are also struggling in the community. like, what is what what is learning in 2024 2025 in the agile community? I think it's worth thinking about, you know what I mean? Brian (10:23) Yeah, no, I agree. And I think, from my perspective, I think it's changed a little bit. It's shifted a little bit over time. I think when I first started to go, there was an idea of, yes, I wanted to network and I wanted to understand and meet other people in the community. But as an introvert, I, you know, that kind of scares the crap out of me. And, you know, I can only do a little bit of that before I just feel like my battery is completely depleted. But, you know, when I think when I first went, I did have the idea that I wanted to learn. wanted to kind of be on the cutting edge. I wanted to hear the cutting edge thoughts of people who were out there. And, you know, now I think I still have that mentality when I go, I still want to hear, you know, I want someone to challenge me, you know, like that's, what I really want to hear from, from a speaker is tell me something about this. don't know, or tell me something that, you know, would challenge my, my existing way of thinking about this. so that I can go back and examine it and think, huh, I never really thought of it that way, but maybe that's true and maybe I need to re -examine that. But you know, that's kind of rare. That's not something that you get from just a lot of talks. I know one of the things I try to do when I give a talk is I wanna end with something that I would say, hey, what's the one thing you commit to changing as a result of this? Like what's the one big idea? What's the one... If you left this room and don't remember anything else, what's the one thing that you wanna just star or circle in your notebook and say, I'm gonna go find out more about that or I'm gonna do something about that. And that's where I try to kind of drive toward the whole talk. But I've been in others that, like you said, maybe a little bit more of a rehash of something I've heard before. But I've never left a conference without feeling challenged in some way, even if it's not, even if it's just from a one -on -one conversation that I've had with people, you know, I've been challenged about ideas and had to go back and re -examine and think through things. I'd say it's more, you know, now my balance has shifted. It is more networking now for me than it is that challenging thought, but I still want to find that nugget somewhere in there in the conference time. Chris (12:41) So what you said is really interesting and I want to hone in on the specific words you mentioned about challenged, right? the, I do want to, you know, before it sounds like I'm not poo -pooing the idea of conferences in any way, shape or form, but what Brian just mentioned is something that I tell the people all the time. I said it from the stage this year in Dallas, which is like, you get out of it, what you put into it. If you come in with a beginner's mind intending to be challenged, intending to have your assumptions questioned and said, maybe I didn't think about this the way that... I would say that that's probably the thing that I learned every time is that something that I thought was true or wasn't true may not, right? Brian (13:11) Yeah, yeah. Chris (13:35) You know that half of the conferences are new people every year, right? There's someone new to agile every every year there are there. Thousands of people new to it every year. That's the cool thing about it is that every year there are people that like I just got my CSM like holy cow. That's so like can you imagine showing up to a conference and everybody's like this sucks. I don't want to be here like you're not going to learn anything. I don't get anything out of it like what an awful experience for. Brian (13:35) Yeah. You Chris (14:03) someone that's new and excited and just wants to, like, there will be something you haven't heard before. But for the most part, the reason why I always get something is because I show up expecting to hear something I haven't heard before. The story won't come out exactly the way you think, right? Or, Brian (14:09) Yeah. Chris (14:22) the story that they tell, because a good conference is always a great idea plus you, right? It's your stories, your experiences, how this affected you that matters. So sharing your soul, bearing your soul requires the audience to kind of be like, want to be, I want to have someone, you know, kind of bear themselves to me. I want to hear someone be vulnerable. Brian (14:45) Yeah. Chris (14:48) And those are always the best sessions that you and I always have, is when someone is super vulnerable, super vulnerable with where they are. I thought this was the only way to do this. That's my favorite is when I hear a speaker say, I thought this was the only way to do this. There are so many roads up the mountain that we have for our work. There is not one way to do it. So find a new, come to find a new one. There's a technique that you've probably not tried before or done, or if you have, you didn't do it the way that they did before, that'll seem easier. that's the whole purpose of listening to these things, but it, it, it requires you to show up with more than just here's my tray, man. I have some agile, please. Right. Like that's, this is not a buffet, right? Like you have to like, go find it, right. Seeking positive intent means I have to go seek it. Right. I have to go seek information that I want to have. Brian (15:21) Yeah. Hahaha. Chris (15:41) and then go get it. Because if I don't, I'm just going to go, yeah, it's cool. I mean, I met some cool people, but I didn't really. OK, well, then you didn't show up with the mentality of being challenged. I challenge our friends, people that have been coming for years, I challenge them every year. You will get something if you want to. Right? If you don't get something, it's because you didn't want to get anything out of it. Brian (16:01) Right. I mean, I think we're all kind of guilty sometimes of setting our conference path, choosing the sessions and things that we go to based on things that maybe we already have some familiarity with. And that sounds interesting. yeah, I researched that a little bit. Let me see what they have to say about that. I've tried to intentionally now try to find things that I have no background in. I have no experience in because those are the things that are really going to push me. Those are the things that I don't really have. any knowledge of or forethought on and I'm gonna be taken to a different place. I remember I used to be, I used to get this like really anxious, nervous feeling when I would find out I was wrong about something. You know, I'd be in a conversation at a dinner table with someone and they'd say, well, actually, you know, that's not the way to do it. They'd start to do something else and I'd start to feel kind of anxious about that. But now, now I've like, that's swapped for me. Now when I hear that, when someone says, no, actually there's another way to think about that. Chris (16:41) you Brian (16:57) I start to get excited. Like it's actually excitement in me because I start to feel like, great, wow, I didn't, this is something new. This is something I had never heard before. And now this is the point where I can grow and break through, you know. Chris (17:11) Well, there's, I mean, and there's people that we all, if we've been in these communities before, we can all think of someone that always challenges us, right? Like I can't have a conversation with Michael Sahota without him challenging something that I thought, I just thought was true. And I'm like, no, it's not like, or it might be, but not always. So there's always someone that's just like, Brian (17:20) Yeah. Yeah. Chris (17:37) sit down so that I can break your mind real quick. And that's always fun. You know, another thing to think about is like, what we get out of the conference also dictates who's going to pay the bill, right? Because we hear in the community a lot, well, companies aren't paying for conferences anymore. Brian (17:41) Yeah Mm, yeah, yeah. Chris (17:59) That's not true for some aspects of IT. Like all the developer conferences, companies love footing the bill for that. The Microsoft conference, they love footing the bill for that because they send technologists there that come back smarter and can code better and more efficiently and whatever, right? Like better, faster, cheaper, all those things, right? Like they will get something out of it. So the... think the reason why we have to say what do you want at the conference is like, it's gonna kind of dictate who pays the bill. If the purpose of Brian and I who have been to this conference many times and have met so many of the cool people, that's the best part of me going every year is I get to see Matt Barkholm again. Like one of my favorite people in the world that I do not see other than over Zoom, right? Or any number of people, right? Any number of people. Brian (18:47) Hahaha. Chris (18:56) There's always someone new that I had spoken to online but never met in person. Someone that just, again, someone that just started the work and someone that's like, hey, I read something that you wrote about this years ago and it was really cool. That's cool, right? You won't get that if you don't go out and network and stuff. But here's the thing, if you're there for connections, companies aren't interested in footing the bill for connections. They're interested in footing the bill for... Brian (19:23) Right. Chris (19:26) learn something, improve something, come away with something. And if Agilent are going to the conferences and just like, I met some really cool people, what else? I met some cool people. All right, cool. I'm not paying next year for you to go to that, right? That's what a lot of companies are trying to do. So we have to sort of imagine like, if the goal is to get companies to pay for people to go again, well, then we need to... That's something that we've asked ourselves in the program team. Like what would get, like what is a program that companies will reimburse for? I think it's, and I don't know that we've got a strong answer either. Everybody's got, I think, there's a lot of I thinks and not a lot of I knows, right? I guess is a good way to think of it. Brian (20:00) Yeah. Yeah. Yeah. Well, the other thing I wanted to kind of, because you are, you know, kind of the ultimate volunteer for this upcoming conferences as the chair, you know, I've tried to tell the audience here from time to time about the kind of the benefits of volunteering and why I do it as a speaker, why I've done it in the past as a reviewer. It seems like there's just so many different ways to get involved for something like this so that you don't have to just sit on the sidelines. You can actually be a part of this. And that's a, for me, that's an easy way to have a quick in with the community because you're interacting with people prior to it. So when you show up, it's like, hey, I know you and I know you, because we've been talking and working together on this stuff for a while. So. What kind of case do you make to people for volunteering for a conference like this, like a big conference? Chris (21:12) It's so again, going back to like, what do want to get out of it? I think the purpose of volunteering is to kind of learn how the sausage is made to a degree. if someone's like, I'm not really interested in seeing how my sausage is made, then you don't belong in the agile community. Like this is the community of people that want to see Brian (21:22) Yeah. Chris (21:32) Sausage being stuffed into its casing and just cranked out right like this is this is the community for that like I won't use any more sausage metaphors that although I The the The funny thing about how Volunteering works is that? Brian (21:41) Hahaha Chris (21:50) You can volunteer in the slightest of ways, just a few hours a week reviewing. When you're like, well, I want to review, that's fine, but I want to be a track chair. Because people always want to be a part of deciding the content. This is what I've always wanted to hear about. This is what I've always wanted to hear about. And of course, then I always ask the question of, OK, well, then someone has to submit that idea. all right, it's one thing to say, want to hear about this. It's another thing to say, how do I get that content out of a group of submissions every year, which we get thousands every year at the conference. And we got thousands, right? Like, you know, for all of the online hubbub over the conference every year over who gets accepted and who doesn't, like thousands of people submit wanting to speak every year. regardless of how they feel about whether they, when they get the rejection letter or the acceptance letter, like thousands of people want to speak at this conference. It's cool. Like it's a cool thing to do, but not everybody is a speaker, right? You can be a purple shirt and volunteer. In fact, some of my favorite people in the community are lifelong purple shirters that have done it multiple years. There are people that do it for a couple of years and meet people and then and they move on to another role. mean, there's just a bunch of different ways that you could be involved in doing something that doesn't involve speaking or deciding who speaks. And also, I will say, it's also really hard to cull thousands of submissions. into something that makes sense for everybody else. Because then you have to go find keynote speakers. There are people that are invited to speak who are luminaries in the industry. And how do you meet those people? So all of that is really like the fact that I can say I can email. any number of people, I won't use the name so I don't offend the people that I don't use, but like I can email any number of them and they're like, yeah, Chris, Agile, Agile 20XX guy. I, it would be cool if they're like, I just like Chris and I want to be friends with them, but you know, that's not the way the world works. so I, you know, networking in ways that don't always show up in a job or whatever is just, I'm, I'm just here to. Brian (24:00) Hahaha Right. Right. Chris (24:25) find good content and show the community that and the rest kind of takes care of itself, you know? Brian (24:32) Yeah. I mean, I'll say to, you know, just to give people kind of an idea of my path with the agile conference, you know, I probably submitted four or five years before I got accepted. And a couple of those years spent as just a reviewer for, you know, a track or, you know, with a certain team, not as a chair, but just as a reviewer. there's a, there's a, if you want to do that, you can do that. Right? mean, it's pretty much, it's easy to get into that kind of a mode if that's something that you're interested in. And I tell people who want to speak like that to me was one of the biggest and best educations I could have had on learning about speaking was reviewing what other people wanted to speak about. Cause you know, there's kind of two parts to speaking. There's the... the marketing side of getting your thing selected, and then there's the actual talk. But the part of trying to come up with your idea of the talk and frame it and put it in an interesting way and learning how to structure your talk in a way that would be interesting for people to listen to, that's a skill in itself. And the best way I learned about that was just reading others, reading what other people were submitting to do and... Chris is right. mean, there's so many submissions that, you know, even as just a reviewer for one track, I was sad for all the ones that I knew would not get to be heard because there's so many good ideas. it's, know, Sophie's choice about how you try to decide which one of these two things or which one of these 10 things, you know, you've got one slot and 10 of them that are 10 or 20 that are just amazing. and you can only take one, you know? So it's difficult, but reading those submissions to me was a really great education. Chris (26:33) Yeah, if you think about it this way, we always enter the room to build the schedule with, there's X amount of slots that we have plus X number of alternates and such. we always, you try to look at it like, like you look at the whole schedule and say, okay, is there an aspect of our work that we missed? Well, we didn't really get a, we haven't gotten a retro talk yet. okay, well there was one over here. So, cause you know, you're trying to balance it for like there's meat and potatoes kinds of sessions and then there's like the big idea sort of sessions. Then there's the workshops that are very engaging and meant to create something. Brian (27:16) Yeah. Chris (27:26) you know, there's a lot of, again, there's a lot of roads up that mountain. I would say that the joy of speaking now, if I could, anybody that wants to do it, the best advice I would say is like, you need to want to speak so that you can be a better presenter and organizer of your thoughts. Because, Brian (27:46) Yeah. Chris (27:49) Really, the abstract and the basic, there is essentially a formula to filling out a submission to a conference. I, with CP Richardson, who's now on the board, I did a webinar last November on what makes a good submission. It's something that I've gotten super passionate about. Again, it's recorded, it's on the Agile Alliance site if you wanna find it. There is a formula that anybody can follow and get selected, right? I had some, I had several people reach out and say, I watched your video and I follow what you said. And then I got accepted to speak, which for the record, watching what I say will not get you accepted to speak. You can follow the formula. You can, you can follow the formula exactly and still not get it because there's only so many slots and it's really hard to get in. but. Brian (28:26) Ha Chris (28:41) Once you follow the formula, then it's just down to like, does the idea resonate with the community? And I can't, I can't give you a formula for that because I'm not in anybody's brain, but, you know, I, again, it's always a great top, a great idea. Plus your stories and experiences is what really defines what a good submission is. And so you have to get that straight before you type a single word out. But then once you go through the submission process and there's edits, feedback, all that kind of stuff. Then you got to get accepted. Once you get accepted, then you got to build the session. And we find that a lot of times it's a rare breed of someone that knows how to write a good submission and can put on a good show. Not everybody can do that. And of course, a good show is a relative term, right? You don't got to be big and bombastic and loud to be good, right? Brian's not that and Brian's great in a room, right? So you can... Brian (29:16) Yeah. Chris (29:35) you have to kind of construct it in a way that makes sense. So, but again, the cool part is, that because I had people help me, mostly because I just annoyed the hell out of them and saying, please, please give me, please give me some help. I just want to keep passing it along. So I mean, I still get people at 12 months a year, I get people saying, I have an idea and I'd love to run it by you that they hit me up on LinkedIn or whatnot. So. Brian (30:04) Yeah. Chris (30:05) It's just something that I care about now. I got so much better with organizing my ideas and writing them and presenting them that it's a gift that I want to just keep passing on to people. I guess this is because I didn't intend this to be the cross that I bared, it is regardless. Brian (30:21) Yeah Well, the only other advice I'd throw out to people, there was a shift that happened with me too, where I went from, I want to be a speaker, let me find a topic. There's a very big difference from having that attitude to living your life and saying, wow, I'm really passionate about this. I'd love to talk about this. If you find the topic first that you resonate with and connect with, then it's, you you're a little more personally connected when you submit. So it can be more painful if you don't get picked, you know, when that happens. But on the other hand, when you do get picked, man, you're so excited about giving that talk. It's not just that you got picked, but it's like, I can't wait to tell people about this, this thing. And to me, that's, that's the magic. Like when that happens, you, you, yeah, you can't, you're, you're, it's not even nervous. You're, just so excited to tell people what you've learned about. Chris (31:21) Yeah, another piece of advice I tell people is as you're reading things, it doesn't have to be a book. It could just be an article or a video that you watch. As I always say, when I'm reading a book on something that has nothing to do, like I don't really buy a ton of agile books anymore. I buy a lot of social psychology, social economics, behavioral economics is a lot of my favorites. like Daniel Pink books is a tried and true. I met Daniel Pink once and he's like, what is it with you agile people that just love what I do? And I'm like, I don't know. I just, I don't know. I'm like, we just read it. So, but I read these books with looking for a lens into my world, right? I always read stuff that has nothing to do with IT. Brian (32:02) Yeah Yeah. Chris (32:16) that or leading teams or whatever it is your world, whatever you think it is. Find something that has nothing to do with your world and then say, how does that identify or how does that relate to my work? That's my favorite thing. I read a book on many years ago on, it was called The Control Heuristic. It was like where control comes from as an idea and psychology and why. We struggle with it. And I immediately turned that into a leadership talk on why we're all control freaks and here's, know, and what, what do we, what do we do about the fact that we're all control freaks? Like, again, I didn't read a book and say, I'm going to do a topic on a book. It's like, no, how does that tie into dealing with executives when I'm trying to get them to release the purse strings or release some of the control of their work, right? comes in handy, right? So you have to be looking for how does that idea sit in our world and then sort of play with that idea a little. Brian (33:22) Yeah. Yeah, this has been awesome. I really appreciate you making the time for this, Chris. And for those people listening, just a quick little shout out again. Agile 2025 is happening in Denver. It is the week of July 28 through August 1. So mark your calendars. And if you're interested in volunteering, if you're interested in being a reviewer or one of the Purple Shirt people who help out, Purple Shirt people help out at the actual conference making it kind of flow, right? They make sure it actually works. Yeah, yeah, the talks would not happen without them. Actually, nothing would happen without them. Yeah. Chris (33:54) They're the lifeblood of the conference. Yes. Nothing would happen without them. Nothing would happen without them. Yeah, if you hit me up on LinkedIn, my name is just how it appears here on LinkedIn. Toss me your idea. Yes, will, and I said, I shot my mouth off about mentoring people through their talks. That means you too. I... hit me up. Like there's no excuse for you to not because the worst thing that happens is you get to come to the conference. So, yeah. Brian (34:29) There we go. So mark your calendars, make sure that you reserve those dates, like I said, just block it off. Even if you don't know whether you can get the money to do it right now, block the dates off, and you're gonna be much more likely to actually attend if you do that, because then you'll see it coming up, and they go, yeah, that's coming up, I should do that. So Chris, thanks again for coming on, I appreciate you making the time, and thanks for joining us. Chris (34:56) Yeah, thanks for having me, Brian.

#107: Transforming Organizational Mindsets with Bernie Maloney

The Global Marketing Show

Play Episode Listen Later Jul 17, 2024 28:11

Join Brian and Bernie Maloney as they explore the transformative power of mental models, emphasizing the shift from a mechanistic to an organic mindset in Agile organizations. Overview In this episode, Brian and Bernie Maloney discuss the profound impact of mental models on organizational culture. Bernie delves into how our beliefs and assumptions shape our thinking and behavior, particularly within Agile environments. He discusses the importance of transitioning from a mechanistic to an organic mindset, focusing on problem-solving rather than merely delivering solutions. The conversation also highlights the role of psychological safety in fostering a culture of experimentation and learning. Bernie shares valuable resources, including Amy Edmondson's 'The Right Kind of Wrong,' to further explore these concepts. Tune in for insightful strategies for enhancing your organization's agility and effectiveness. Listen Now to Discover: [1:03] - Brian welcomes Certified Scrum Trainer® and Principal at Power By Teams, Bernie Maloney, to the show. [2:15] - Bernie delves into the concept of mental models, sharing the origins of his philosophy of "making new mistakes" developed during his time at Hewlett Packard. [5:55] - Bernie illustrates the power of mental models and belief by sharing a compelling example that brings these concepts to life. [13:46] - Join us for a Certified Scrum Product Owner® Training, where a year of coaching and development with Mike Cohn, Brian, and the Agile Mentors Community of Agile leaders is included with your training. [14:39] - Bernie discusses how applying mental models can enhance the effectiveness of Agile transformations, creating a naturally adaptive and innovative climate. [18:12] - Bernie offers language as a powerful tool to support the shift to a new Mental Model. [23:30] - Bernie demonstrates the use of mental models for product owners through the Mobius Loop, providing actionable guidance and examples [26:27] - Brian shares a big thank you to Bernie for joining him on the show. [26:59] - If you enjoyed this episode, share it with a friend, and like and subscribe to the Agile Mentors Podcast so you never miss a new episode. [27:27] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership to that site by taking any class with Mountain Goat Software, such as CSM, CSPO, or Mike Cohn’s Better User Stories Course. We'd love to see you in one of Mountain Goat Software's classes. You can find the schedule here. References and resources mentioned in the show: Bernie Maloney Power By Teams Mobius Loop The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson Agile Teams Learn From Spikes: Time Boxed Research Activities by Mike Cohn Certified Scrum Product Owner® Training Certified ScrumMaster® Training and Scrum Certification Mike Cohn’s Better User Stories Course Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Bernie Maloney is an Agile leadership coach and international speaker, leverages his 25 years of engineering and leadership experience to help teams and organizations unlock their full potential. Known for his engaging workshops and impactful coaching, Bernie believes in making performance breakthroughs both achievable and enjoyable. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We are back for another episode of the Agile Mentors Podcast. I am with you as always, Brian Milner. And today I have a very special guest with me. I have Mr. Bernie Maloney with me. Welcome in, Bernie. I am. Bernie Maloney (00:14) Thanks, Brian. Happy to be here. Brian (00:16) Great. I'm so excited to have Bernie here. Bernie and I have touched base for years over conferences. We've run into each other and had chats and shared our shared passion for Hawaii and other things. But Bernie was speaking at the recent conference and we've gotten into some conversations. I wanted him to come on because I wanted him to, first of all, if you're not familiar with Bernie, sorry, I see, I just want to jump right into it. If you're not familiar with Bernie, Bernie is a CST. He works at a company called Powered by Teams. He teaches classes, Scrum Master product owner classes and leadership classes and other things as well. But he is a principal at Powered by Teams. So just wanted to give you the basics there before we dive into anything. But the topic that we started to talk about that just as a jumping off place for us is a topic. the topic of mental models. So Bernie, why don't you explain to everyone how you define that, mental models. Bernie Maloney (01:23) So, Brian, this is a great topic. I find myself talking about it all the time. And y 'all, I warned Brian, like, he can press play on this, and it might be 15 minutes before he gets a word in edgewise here. It touches on mindset. It touches on a lot of topics. My talk that Brian was referencing at the recent Scrum gathering in New Orleans was make new mistakes, leadership lessons from an Agile success. which goes back to where I really kind of cut my teeth in Agile at Hewlett Packard. See, I'm a mechanical engineer by training. And I cut my teeth in Agile in the consumer PC division at HP about, this is scary to say y 'all, okay, about 27 years ago starting at this point. And some of the fun stuff, it was a bang up enterprise. It was the fastest business in HP's history to hit a billion dollars. And it was just... Brian (02:05) Yeah. Bernie Maloney (02:18) a great proving ground. We had hardware, we had software, we had distributed teams where volume manufacturing was in Asia, engineering was here where I am in Silicon Valley. Go -to -market for Europe was in Grenoble, France. We had high volume. Some of our products had 100 ,000 units in a single model run, with like 200 models in Europe on a quarterly basis at times. So high volume, high mix, tight margins from a business perspective. A lot of technology products want to have 20 % to 30 % gross margins. That's before you start taking off deductions like expenses and salaries and things like that. On a good day, we had 8 % gross margins for Christmas products, maybe 2 % gross margins. We used to refer to it as we were shipping rotting bananas. And like I said, I was there. When I started, we were shipping six products a quarter. We grew to 20. By the time I left after eight years, we were doing 200 products a quarter in Europe alone. Brian (03:04) Ha ha. Bernie Maloney (03:16) hardware, software, distributed teams, high volume, high mix. And we did all that with weekly iterations of a plan. At one point in my career, I was tactically responsible for the delivery of 2 % of HP's top line revenue with zero direct reports. And part of the secret sauce of success in that organization was really that mental model of make new mistakes. So that's where the talk title comes from. And in fact, makenewmistakes .com will point to poweredbyteams .com because I own that domain too. But that mental model really helped the organization thrive and not just survive. We went from like a number one to a number five share. Sorry, from a number five to a number one the other way around. Because the founding executives recognized that in that tide of a market, mistakes were probably going to happen. And so what they did is they established the psychological safety. Wow, look, there's another great topic. Make new mistakes. You knew that if it was an honest mistake, it would be forgiven. Just don't make it again. Get the lesson is one of the things that they said. I can even tell you the story about the weekend I blew a million dollars of HP's money and I was forgiven, but you'll have to come to a conference talk for that. So that was just like a great experience. And... Brian (04:32) Wow. Bernie Maloney (04:39) After that experience, I went on to TVs. Another part of my background is I shipped the very first internet connected TVs. Look it up, the Media Smart 3760 from HP. It shipped even before Apple TV. It bombed. Okay, it was way ahead of its time. But I recognized that that had been such a joyride. And then I recognized some other stuff that really gets into the psychological, the mental aspects of leadership, high performing teams. And I could, Brian, I could talk about that too, but okay. But that kind of got me to recognize that with those skills, the success that I had experienced at HP could probably be replicated. That's kind of been the path that I've been on for the past 15 years is really helping organizations go along that path. So mental models can be really big. Let me give everybody here an example. And so Brian, I'm going to speak to you as a way of illustrating mental models. So imagine you are physically where you are right now. Brian (05:24) Yeah. Bernie Maloney (05:37) but it is 150 years ago, okay? Imagine you're physically where you are right now, but it's 150 years ago. Now, Brian, let me ask you, can man fly? Brian (05:47) boy, you're testing my history knowledge. Bernie Maloney (05:52) Okay, make it 200 years ago, okay? That makes it easier. Okay, cool. Great, now fast forward to the present. Brian, let me ask you, can man fly? Brian (05:54) No, yeah, no. Yes. Bernie Maloney (06:02) What changed? Nothing about the laws of physical reality. It was just your mental model of what for man to fly means. That's the power of belief, okay? And belief limits a whole bunch of stuff in the way that people behave. So you'll hear Agilent talk all the time about, this is all about changing mindset. I'm probably, Brian, gonna give your listeners some ways of. Brian (06:06) invention. Bernie Maloney (06:30) changing mindset as we go through this, but that's going to illustrate the power of mental models. Now, a big one that I like to use that's specific to Agile comes from Gabby Benefield. She's an Agilist out of the UK, and it's called the Mobius Loop. And I think she's got the domain mobiusloop .com. So everybody can imagine a Mobius Loop. Okay. And what I really like about this model for her... Brian (06:32) Sure, yeah, please. Yeah. Bernie Maloney (06:56) i s the right -hand half is what a lot of organizations think Agile is. Build, measure, learn, build, measure, learn. The whole idea of the build trap that we talk about in Agile. It's all about the delivery of a solution. Okay? But the left -hand half is all about the discovery of the problem. Okay? And the discovery of the customer. And that's a part of Agile too that most organizations overlook. So you got to ask why. And it comes down to kind of mental models. So when I was at Persistent, if you go look me up on LinkedIn, you'll find some of my employment history. I was at Persistent for a while. They had a really good mental model. And it's something I still use when I go into a client. And they would talk about there's kind of three eras of a company culture. And so culture is really the environment that an organization lives within. And there's an era. where cultures were formed before the internet. So things like finance and government and mining and manufacturing and oil and gas field developed. I mean, I've had clients in all of these areas. And in that sort of an environment, okay, it was, well, an era. One of the things I'll ask, and Brian, I'll kind of like let you represent the audience. Would you say in general, the people that you work with, the markets that they serve, Are they moving faster and all up into a thumbs up, slower, thumbs down, or about the same, thumbs sideways? Are the markets moving faster, slower, or about the same as they were, say, five or 10 years ago? Brian (08:32) I think everything's moving faster, yeah. Bernie Maloney (08:34) Cool. Okay. Now, how about the technology that your clients use to solve problems for that market? You know, moving faster, thumbs up, slower, thumbs down, or about the same as it was, say, five or 10 years ago. Faster. Yeah, cool. Okay. Now, when things are moving faster, thumbs up for yes, thumbs down for no. Do they always move in a straight line? Brian (08:46) No, faster. No, not always. Bernie Maloney (08:56) Okay, cool. So now things are moving faster, but they're not moving in a straight line. So let me ask you, do most organizations try and plan and predict? Is it possible for you to plan and predict when things are moving faster and they're not moving in a straight line? Is it easier or harder to plan and predict? Brian (09:19) I think it's definitely harder. Bernie Maloney (09:21) Yeah, but organizations are trying to do that, aren't they? And it's because their mental model is as a machine. So organizations born before the internet have a mental model of the entire organizational system being a machine, the industrial age, which you can plan and predict. They treat people like cogs in a machine. In fact, the thing that us Agilists will say is, when you say resources, did you mean people? See, that's... Brian (09:35) Yeah. Bernie Maloney (09:50) That's kind of now we're starting to get into some of the culture aspects of this because language actually forms culture. And so you'll hear Angela say, did you mean people? Like when that whole word of resources comes up. But organizations born before the internet, they've got one culture. Okay, they were born in an era of plan and predict. They've got a mental model of the system being a machine. And your listeners would probably agree most of them struggle with Agile. Okay, now there's another era born in the internet but not the cloud. So some examples like here in Silicon Valley, Cisco, PayPal, okay, lots of us have had exposure to them and lots of us recognize they still struggle with agile because agile wasn't really fully formed and articulated. Then there are organizations that were born in the cloud and so places like Striper Square and I use payments because I've had... clients in finance across all three of these eras. So Stripe or Square, they were born in the cloud where things were almost natively agile because the Agile Manifesto had been published by that point. They just inherently get agile. So these mental models of your organizational system being a machine get reflected in the language. So things like people or resources, it turns them into objects. It enables something I've heard called pencil management. Wear them down to a nub, go get a new one. In fact, if you do the research on where the word resources was first applied to human beings, it might shock some people. So I don't talk about that openly. They'll have to find me privately. I'll be happy to point you out the reference. And once I do, it's like, ooh. But one of the jokes I'll crack. And this is one of the ways that you can start to shift the language. If people call you resources, because you know that turns you into an object, start calling them overhead. Brian (11:23) Yeah. Ha ha ha. Bernie Maloney (11:48) Okay, it can kind of make the difference there. Okay, so, but you know, if things are moving faster and they're harder to plan and predict, that mental model needs to shift. In fact, in agile, we talk about you need to move to sense and respond. When things are moving faster, it's kind of like Gretzky, skate to where the puck is going. You need to sense and respond to the situation. So a better mental model instead of a mechanism is an organism. Because think about organisms, like cut yourself, it heals, okay? It senses and responds. Or like a forest fire comes in, wipes things out, and nature always kind of fills things back in. Sense and respond. This gets reflected in the language. So Brian, do your clients talk about metrics? Brian (12:37) Of course, yes. Bernie Maloney (12:38) Okay, cool. So do they talk about efficiency? Brian (12:41) I would say a lot of businesses will talk about that. Yeah, sure. Bernie Maloney (12:44) Yeah, cool. That's the language of machines. Probably better language is diagnostics instead of metrics. That invokes some of the curiosity. And probably instead of efficiency is effectiveness. One of the things I'll say is scrum is not efficient. It's not about utilization of capacity. It's about the production of value, which is all about effectiveness. See, efficiency or effective. Do you go to your doctor for an efficient treatment? or ineffective treatment, Brian. Brian (13:16) Effective, hopefully. Bernie Maloney (13:17) Awesome. Do you go for blood metrics or blood diagnostics? Brian (13:21) Yeah, diagnostics for sure. Bernie Maloney (13:23) Yeah, so now you're starting to get some hints about how you can start to shift the mental model. What you're really doing with Agile, y 'all, is you're shifting the culture, and culture is hard because it's not visible. The tools, the processes, the practices that folks like Brian and I will teach and coach, they're super visible, they're super valuable, but they're often not enough to start to change things. So, Brian, would you say most of your listeners are familiar? familiar with the language of Tuchman of forming, storming, norming, and performing. Brian (13:56) I'd say there's probably a good percentage, yeah. Bernie Maloney (13:58) Cool. I actually like to draw a Satir curve. So Bruce Tuckman, Virginia Satir, they were contemporaries. They were both just researching human systems. So Virginia did a performance axis on the vertical and a time axis on the horizontal. And the way Virginia described it is you're kind of going along in a certain status quo. And so you're kind of along that baseline. And then a foreign element enters and some change. And then you descend into chaos. And you can't see it. like your performance goes down until you have a transformative idea and then through some practice and integration, you rise to a new status quo. This happens to people all the time when they introduce changes in their life like New Year's resolutions. I'm going to get fit and healthy this year. You know, it's a beach body time. And you start doing it and it's like, this is so hard. You're in chaos. And what human beings want to do is they want to go back to the way things were instead of moving through. OK, this happens when you introduce agile into your organization. You'll hear Agilist talk about this as the Agile antibodies. You introduce it, this is so hard, and people want to go back to the way things were instead of kind of moving through. So the tools, the processes, the practices, they're really good, but they're not powerful enough. You got to start changing the culture. Culture is like what we all swim in, but climate is something that you can start to affect. So climate is a little bit closer in to your team, and you can start talking about these mental models. Like when I was at TiVo, I was hired into TiVo to bring Agile in because I had shipped TVs, I knew about Agile. And I was hired in on, I think I can say this now because we're more than a decade past. Have you all ever streamed anything? Yeah, okay. So TiVo was working on that in like 2009, 2010. I got to see that stuff and I was like, really wish I had taken off for them. But that program... Brian (15:42) yeah. Bernie Maloney (15:54) disbanded, okay, and the culture kind of spread in the organization. And I knew that this was a possibility, so when I brought it in, I made sure I didn't just work with my team that was doing a Skunk Works project, where we were just kind of doing some internal development that we weren't, you know, or stealth is probably a better word these days. So a stealth program inside of TiVo that you couldn't talk about. I knew that... when Agile would spread, it would hit some of this resistance, these antibodies. And so I made a case for bringing in people from outside my team so that it was familiar. And when that program disbanded, it organically spread on the cloud side of TiVo because of some of this stuff. So within your own team, you can kind of create a climate. And then when you start to see results like that, that's going to start attracting kind of the rest of the culture that's there. But these mental models, like shifting from mechanism to organism can really help an organization recognize where their limiting beliefs are about how things go. And it's going to be reflected in language. So if you like dive into anthropology a little bit, you're going to recognize that it's really well established. You can change a culture by starting to change the language. And all of us, okay, if you're observing what's going on in Eastern Ukraine here in 2024, that's what's going on. with the Russian occupation, they're changing the language because that's going to change the culture. That's why they're doing stuff like that. So, and even language starts to shape the mental models that you've got. A good example of something like that was when European, you know, when European explorers is the language I'll use, came to the Americas, the natives didn't really have a language for ship. And so they saw these people coming in floating on the water. And that was the way that they could describe it. So even language kind of gets into a cultural sort of a thing. So these are techniques that you can put into your toolkit. Start shifting the language to start shifting the culture, which can kind of help with the mental models. When you got the mental models, that's where the language starts to come from. If you don't have the mental models, you're probably not going to have the language. And I encourage all the folks I work with, start shifting from the whole idea of mechanism to organism. Okay, Brian, was that 15 minutes? Did I go on for as long as I predicted I would? Brian (18:27) About 15 minutes. Yeah. No, but I think that's a good point. There's a thing that I'll talk about a lot of times in my classes where I would all say, you know, the waterfall paradigm is one that's based on manufacturing. And there's a false understanding of what we're doing as manufacturing and it's not. It's more research and development. So you have to kind of shift the process to be one that's more conducive. to research and development. So that's very much in line with what you're talking about here. I love that. Bernie Maloney (19:01) Yeah. Do you think people would appreciate some book references that can kind of like help you? Okay. So specifically on that whole ethos of experimentalism that you just touched on, Brian, I'm currently going through Amy Edmondson's The Right Kind of Wrong. Really good book. Now, Amy is well known because she helped establish psychological safety as a super important topic in organizations. Brian (19:07) absolutely. Absolutely. Bernie Maloney (19:30) So she was coupled, I think, with Project Aristotle at Google. And in this book, she unpacked some really interesting stuff. She talks about failure, and there's types of failures. There's basic, there's complex, and there's intelligent failures. OK, intelligent failures, they're just native to science. You know things are going to go wrong. You're going to have Thomas Edison, the I Found 1 ,000 Ways. to do a light bulb wrong, sort of. That's like intelligent failure. Basic failure, she breaks down into, let's see, neglect and inattention. And those are the things that you really want to start to squeeze out of a system. With that mental model of a mechanism, I would say a lot of, call it management, tends to think of a lot of failures as basic failures. And that's where blame starts to come into a system. Okay, so now we're back into psychological safety. Okay, where you want to establish, you know, that was an honest mistake. Hence the talk title of make new mistakes. Okay, so you can have processes and procedures that can kind of squeeze out some of those basic failures. Complex in the middle is really interesting to talk about. As I'm getting into the material, she unpacks... Now, complex failures are those chain of events, you know, Brian (20:30) Yeah. Yeah. Bernie Maloney (20:54) This thing and this thing and this thing all had to line up and go wrong at the same time for this catastrophic failure to go on. And in medicine, which is where her original research was, they talk about it as Swiss cheese. And she says, if you go into a lot of medical administrators' offices, you're going to find some model of Swiss cheese there. Because they talk about it's like all the holes have to line up for something to go sideways on you. So complex failures. It's a chain of events, a bunch of little things. And she points out that in the research, these often happen when you have an over -constrained system where there's no slack, where you're trying to operate with, get this, Brian, 100 % efficiency. You're trying to load everybody up. So that is just like, it's not just juice on psychological safety, but like, looking at the whole idea of intelligent failures that we want to encourage versus constraining out basic failures versus working to reduce those complex failures and not just thinking complex failures are basic failures, but they're systemic failures that then might be part of the system, might be part of the mental model that's going on that's there. So super juicy stuff. Brian (22:11) Yeah, yeah, that's really good stuff. I've always loved Amy's work and I feel, you know, silly calling her Amy. But Amy Edmondson's work has always been great. Yeah, Professor Edmondson. She, the work on psychological safety, I think was just amazing. And the examples she used in her research are amazing. And, you know, all the stuff with Project Aristotle. Bernie Maloney (22:20) Okay, Professor Edmondson, yeah. Brian (22:36) I love the concept of psychological. I mean, again, not to make this the topic of our podcast, but, you know, I love the idea that they, they, they found that psychological safety was, so foundational that nothing else mattered. That if you didn't have that, that not no matter what else you layered on top of it, it would not fix the problem that you didn't have psychological safety. Bernie Maloney (22:58) Yep. And that's one of the reasons why I say Agile is actually a social technology more than anything else. I mean, that's why it's people and people over processes and tools. This is really a social technology that we deal in. Brian (23:10) That's a great way to put it. I love that social technology. Awesome. I love that. Bernie Maloney (23:14) So kind of talking about Amy and psychological safety and kind of all these systems that we're talking about, another mental model that I like to give particularly my product owners, going back to that Mobius loop. and like on the right hand side is all about delivery, okay, that's where you give team solutions to build. That's what a lot of organizations do. Versus on the left hand side with discovery, it's all about problems to solve. So I like to encourage my clients to instead of just giving people solutions to build, give them problems to solve. Now, for product owners, if you imagine like an onion that's kind of stretched out left to right, so kind of an odd long little onion. Brian (23:41) Yeah. Bernie Maloney (23:58) and on the far right is your sprint. And then as you go to the left, you're at a release, and further out to the left, you're in roadmap, and way further out into the left, you're into these vague things like vision. So product owners kind of deal with this whole span of things. And in between, product and sprint goals start to make things a little bit more concrete. Okay, and... One of the things I'll do for my product owners is I'll take that Mobius loop and I'll overlay it on a planning onion like that and go, do you get to see how, like what we're talking about here, you're starting out way vague in discovery and you're getting way more concrete as you get into delivery and into the sprint. And really the job of Agile and Scrum is both. It's not just about turn the crank on the machine. In fact, I think it's unfortunate that there's a book title out there of twice. the work in half the time. I actually like to pitch this as more it's about twice the value with half the stress. Okay, now as you imagine that Mobius loop kind of overlaid, one of the things I'll unpack for folks is when you're way out in that vision area, there's a lot of uncertainty that's there, okay? And you're actually going to have to do discovery. You may have to run some experiments. Brian (24:58) Yeah. Bernie Maloney (25:24) Okay, and it's only as you get closer into delivery that you want to get closer to certainty. And really, that's kind of the job of a product owner is squeezing uncertainty out of the system. Initially through discovery of the problem to solve, who to solve it for, what the market is, but it's the job of the whole team in Agile to squeeze that uncertainty out of the system. Brian, I'm sure you've had folks like talk about spikes. You ever have people get wrapped around the axle about like including spikes in their product backlog? Brian (25:48) Yeah, for sure. yeah, for sure. Bernie Maloney (25:54) Cool, the way that I frame that up, okay, so here's a mental model. That's just technical uncertainty that you've uncovered. Great, okay, so now we've got to go squeeze that uncertainty out of the system. So stop getting wrapped around the axle on stuff like this. Just like stop trying to plan and predict things. Instead, kind of get into sense and respond on all of them. And there, I've kind of brought it around full circle for you, Brian, for where we started. Brian (26:09) Yeah, no. No, that's great. That's great stuff. And I love the fact that we can bring it back full circle. Well, this is fascinating. And like you said, we could press play and go on this for another half hour very easily. But we'll be respectful of people's time here and keep it to our normal time length. Bernie, I can't thank you enough for coming on. I really appreciate you sharing your experience with us. And... what you've learned over your years of working in this profession. Bernie Maloney (26:50) Thank you so much for asking me, Brian

Conseiller le gouvernement avec un PhD en biochimie avec Gaëlle Bridon

Papa Phd Podcast

Play Episode Listen Later Jul 4, 2024 58:18 Transcription Available

Dans ce nouvel épisode d'Au-delà de la thèse avec Papa PhD intitulé "Du labo au cubicule : Conseiller le gouvernement avec un PhD en biochimie", j'accueille Gaëlle Bridon, qui a transformé son expertise de recherche en biochimie en une carrière dynamique au sein du ministère de l'économie, de l'innovation et de l'énergie. Gaëlle revient sur son parcours allant de la recherche universitaire à la vente d'instruments scientifiques, et partage comment ces expériences l'ont préparée à analyser des projets d'investissement en biotechnologie dans le contexte ministériel. Elle partage aussi des conseils précieux pour les étudiants en fin de doctorat sur la réflexion de leurs aspirations professionnelles et l'importance du réseautage.Rejoignez-nous pour une discussion enrichissante sur les transitions professionnelles, le maintien de l'identité scientifique et les opportunités inattendues au-delà de la thèse. Bonne écoute! Gaëlle Bridon a obtenu un doctorat en biochimie de l'Université de Montréal en 2012 en étudiant au sein de l'unité de recherche en protéomique et spectrométrie de masse bioanalytique sous la direction du Dr Pierre Thibault. Elle est ensuite devenue associée de recherche à l'université McGill pendant 5 ans en œuvrant à la plateforme de métabolomique à l'Institut du cancer Rosalind et Morris Goodman. Elle a par la suite rejoint la compagnie Agilent pendant 5 ans où elle a occupée le poste de spécialiste de produit en spectrométrie de masse pour l'est du Canada, puis le rôle de gestionnaire marketing pour le segment global de métabolisme cellulaire. Elle s'est ensuite rapprochée du secteur des sciences de la vie local au Québec en devenant gestionnaire des communications et analyste-conseil chez BIOQuébec avant de devenir conseillère sectorielle au sein de la direction des sciences de la vie et des technologies environnementales au ministère de l'Économie, de l'Innovation et de l'Énergie. Gaelle est une adepte de la course à pied et de djamboola, elle adore aussi faire la pâtisserie (les macarons français citron-basilic sont les meilleurs !) et jardiner. Avec Gaëlle on a parlé, entre autres : De l'importance de ne pas refuser une opportunité sous prétexte qu'elle semble éloignée de votre domaine d'expertise.De pourquoi il faut être présent et actif sur les plateformes comme LinkedIn pour bâtir un réseau solide.De combien la préparation est cruciale, que ce soit pour une présentation scientifique ou un pitch de vente.De l'importance de valoriser la pluralité des métiers dans la recherche pour enrichir notre communauté.Tu aimes Papa PhD ? Laisse-moi un commentaire > ici < - une courte phrase suffit ! Et inclus ton identifiant Twitter – comme ça je pourrai te remercier personnellement ! Merci Gaëlle ! Si cet entretien avec Gaëlle Bridon t'a plu, fais-lui en part en cliquant sur le lien ci-dessous et en lui laissant un message sur LinkedIn :Clique ici pour la remercier sur Linkedin !Clique ici pour partager avec David le principal message que tu retiens de cet épisode !Si tu trouves de la valeur dans le contenu que je t'apporte chaque semaine, clique sur l'un des boutons ci-dessous et renvoie-moi l'ascenceur :) Don sur PayPal Deviens supporter sur Patreon ! Ou paye-moi un café :) Tu aimeras aussi ces épisodes : Olivier Hernandez – Du génie à l'industrie à l'astrophysique : PapaPhD.com/Olivier-Hernandez-Pt1Carine Monat - Bâtir un trajet qui nous ressemble : PapaPhD.com/Carine-MonatRémi Quirion – Projeter les jeunes chercheur.e.s dans des carrières d'avenir : PapaPhD.com/203Jean-Sébastien Provost – Accéder au domaine de la science des données : PapaPhD.com/Jean-Sebastien-Provost

canada phd innovation ga dans bonne clique mcgill rejoignez laisse conseiller le gouvernement bioqu gaelle agilent pierre thibault

Multinational Diagnostics - Show #128

Play Episode Listen Later Jun 5, 2024 31:07

Steve Becker is committed to improving human health by unlocking the power of molecular diagnostics. In the world of medical devices and diagnostics, you might think the latter falls under the purview of the former, says Steve, yet: “from a regulatory standpoint, diagnostics is covered by a lot of the medical device rules.” Unlike medical devices like implants, however, “diagnostics is really the ability to measure your body, whether you're healthy or sick; and if you are sick, what's making you sick. Helping to uncover your health status and what you can do to improve is really the heart of diagnostics.” In this episode, Steve shares the lasting lessons learned during his stints at Thermo Fisher, Quest Diagnostics, Agilent, and GE Healthcare, where he directed sales, global marketing, business development, and licensing. Learn how to navigate within a constantly changing healthcare business landscape, from the first steps toward launch to the regulatory requirements and cultural differences that can affect development, distribution, and product adoption. Going to market on one's own is a big task, says Steve – find the right partners to mitigate the commercial regulatory tasks and technical risks. Ultimately, the company whose name is on the product assumes the liability – “they're the ones on the hook” – but relying on specialists along the way improves your chances of a streamlined launch. During his tenure at Quest Diagnostics, the company built a “global diagnostics network,” pooling the capabilities, diagnostics insights, samples, testing and sharing of leading companies into one place. In the end, Quest brought the first Zika test to market, reliant upon colleagues. In fact, choosing your initial target audiences can come into play even during development, as “diseases become more localized and companies are made for those markets,” Steve adds. Pay attention to “how to get paid for what you do,” your reimbursement strategy. In diagnostics, for example, ask yourself: Is it going to measure what we say it's going to measure? (Analytic or clinical validity) Can we do anything with the information? (Utility) Interestingly, reimbursement can often become political; for example, in the US it's widely accepted that breast cancer can come with a genetic indicator (the BRCA gene) – and the patient can take prophylactic steps or opt for watchful waiting. In contrast, Steve says that: In a single-payer system, if you were 49 you could take the [BRCA] test; if 50, no test. The calculation includes risk, quality of life, total cost – someone makes a decision, snapped the line, and that's where it landed. Add to that differences stemming from culture and tradition, and it makes sense to work with local, in-country partners to navigate your go-to-market strategy, especially with regard to regulatory requirements. To date, Steve says that European companies would often launch first domestically and then in the US because it was easier, but that's starting to change as the EU changes its regulatory stance. Regulations are stricter now in Europe, with liability going as far back as the manufacturer – for translation quality, for example. Diagnostic tests are now treated more like a medical device, including review by regulatory bodies, etc. – it's a lot more work but it's a good thing. Think globally but act locally, Steve adds. You may use the same assay (investigative procedure for qualitatively or quantitatively measuring the presence, amount, or functional activity of an element) as in the US but a local company can handle the technology, packaging, regulatory requirements, approvals, and clinical evidence and market under THEIR brand, with their own branding and local language. This happens consistently, across IV diagnostic companies – Abbott, Siemens, Roche, Thermo Fisher – and all of them have to treat each of their launches “locally,” working with in-country regulatory bodies to get approvals. And vice versa: one of the first Covid tests distributed in the US was manufactured by a Korean company but marketed as a known American brand. In fact, working with companies around the world has interesting and complex effects on branding – “you'll get a multi-national brand but lose some efficiencies,” according to Steve. In the end, Steve's advice is ever so simple: “You don't want to take risks in the healthcare world.” Links: LinkedIn: https://www.linkedin.com/in/stevebecker/ Connect with Wendy - https://www.linkedin.com/in/wendypease/ Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com

Salesforce, Agilent und Dell - nur der Anfang?

com.on - Der Börsenpodcast

Play Episode Listen Later May 31, 2024 48:28

Die Aktienmärkte hängen derzeit fest und scheinen vorerst zu konsolidieren. Werden die Aktienmärkte in den USA und Europa in diesem Jahr dem bekannten Börsenmotto: Sell in may folgen? Wie können sich Anlegeger von Salesforce nach den Quartalszahlen verhalten und welche wichtigen Ereignisse stehen in der kommenden Handelswoche bevor? Antworten auf diese und andere Fragen gibt es in der neuen Podcast Folge von com.on mit Andreas Lipkow und Dirk Schwitzke.

united states europa trading antworten salesforce ereignisse aktien der anfang okta aktie aktienm quartalszahlen agilent

#100: Navigating the Future of Agile and Scrum with Lance Dacy & Scott Dunn

Digital Pathology Podcast

Play Episode Listen Later May 29, 2024 46:16

Join Brian for the 100th episode of the Agile Mentors Podcast as he dives into the future of Agile with fan favorites Scott Dunn and Lance Dacy. Listen in as they explore the evolving role of AI, the continuous need for leadership innovation, and the Agile community's journey towards greater accountability and effectiveness. Overview In the 100th episode, our expert panel celebrates by examining the latest trends and enduring challenges in the Agile industry. They discuss the critical need for organizations to adapt and innovate, particularly through leadership and management strategies that foster high-performing teams. This episode is a deep dive into how embracing change and technological advancement can propel the Agile industry forward, ensuring that organizations not only survive but thrive in an ever-evolving business landscape. Listen Now to Discover: [1:10] - Join Brian in a special celebration of the 100th episode of the Agile Mentors Podcast, featuring a look forward to future innovations in Agile! [1:43] - Brian kicks off the landmark 100th episode with a forward-looking panel on Agile and Scrum's future, featuring experts Scott Dunn and Lance Dacy. [4:01] - Listen in as Brian asks the panel to share their insights on emerging trends within Agile and Scrum, setting the stage for a thought-provoking conversation. [4:15] - Lance highlights key trends including solutions for scaling challenges, the integration of AI in Scrum, and innovations in leadership and management. [6:54] - Scott emphasizes the enduring impact of Agile and Scrum in driving organizational enhancements. [11:36] - Lance underscores the critical need for leadership and management to adopt innovative approaches and acknowledge generational changes to effectively engage and support their teams. [13:30] - Addressing the provocative statement that 'Agile is dead,' Brian explores its implications on the real-world demand for Agile compared to its perceived necessity. [14:50] - Brian, along with Scott and Lance, urges the Agile community to recognize its shortcomings and learning experiences, which they believe may be contributing to negative perceptions of Agile, and how the community could approach it differently. [24:10] - Brian encourages you to try out Goat Bot, Mountain Goat software’s Scrum & Agile AI tool. This free tool is trained to handle all your Agile and Scrum queries—start asking your questions today! [25:58] - The panel explores the impact of AI on enhancing agility in organizational practices in estimating, development, and so much more. [32:20] - Brian stresses the importance of using AI as a tool to support, not supplant, discussing ways it can improve rather than replace human efforts. [43:23] - Brian shares a big thank you to Scott and Lance for joining him on the 100th episode of the show. [43:44] - Brian thanks you, the listeners, for your support and shares his excitement for the future of the show, inviting you to send us your feedback or share your great ideas for episodes of the show. Just send us an email. [44:57] - We invite you to like and subscribe to the Agile Mentors Podcast. [45:16] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership into that site by taking any class with Mountain Goat Software, such as CSM, or CSPO, or Better User Stories Course. We also have Advanced Certified ScrumMaster® and Advanced Certified Scrum Product Owner®, where we get right into the good stuff and have some deep discussions. We'd love to see you in one of Mountain Goat Software's classes, you can find the schedule here. References and resources mentioned in the show: Scott Dunn Lance Dacy Goat Bot Certified ScrumMaster® Training and Scrum Certification Certified Scrum Product Owner® Training Advanced Certified Scrum Product Owner® Advanced Certified ScrumMaster® Mike Cohn’s Better User Stories Course Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum. Lance Dacy is a Certified Scrum Trainer®, Certified Scrum Professional®, Certified ScrumMaster®, and Certified Scrum Product Owner®. Lance brings a great personality and servant's heart to his workshops. He loves seeing people walk away with tangible and practical things they can do with their teams straight away. Auto-generated Transcript: Brian (00:00) Agile Mentors, welcome. This is our 100th episode. Can you believe it? We've been doing this for 100 episodes now. So first, before we even get into today's episode, I just wanna say huge, huge thank you to you. Thank you for listening. Thank you for giving us feedback. Thank you for giving us suggestions. We would not have made it to 100 without you, so. Huge thanks to you. And to celebrate, we're trying to do something different here for the 100th and not just let it go by and not mark this occasion. So what I wanted to do was to have some of our regulars, our favorites on together so that we could really kind of look ahead. So let me introduce our panel for today. First of all, I've got Mr. Scott done with us. So Scott, welcome. Scott Dunn (01:00) Thank you, Brian. Glad to be here. This is awesome. Congratulations. That's so cool. Brian (01:04) That, thank you, thank you, thank you very much. And then another favorite that we have on quite frequently is Lance Dacey is with us as well. Lance Dacy (01:13) Hey Brian, congratulations once again. I remember us just talking about this when you were starting out with podcasts and you look at 100. You do this every week, right? Is it a, has it been a hundred weeks? Wow. Brian (01:22) Yeah. Yeah, we do this every week. We missed a couple. Our listeners probably know there's been a couple of times in there we've taken some small breaks around holidays and other things. But yeah, this is going on just about every week since then. Lance Dacy (01:38) Well, congratulations. That's amazing. Brian (01:40) Thank you, thank you. Yeah, I'm amazed and as I said, very, very grateful. And it really hit home to me when I went to my first conference after doing this and people would come up and say, hey, I listen. That was really a cool moment. And I always tell people, hey, I'm speaking to other conferences, come and say hi. Come and say hi to me this year. So as I said, I wanted to have a panel so that we could talk about, we've been... Scott Dunn (01:40) Amazing. Brian (02:10) doing this for 100 episodes and lots has changed, lots have changed over the past year and a half, almost two years now that we've been doing this. We kicked off on, I think it was May 18th, 2022. So we're coming up on two years of doing this. And my thought was, what's gonna happen over the next 100 episodes? Like, where are we gonna be in the next two years? Where are we gonna be in the next five years? What kind of things are changing? What are we going to think about stuff over that time period? So I wanted to have a panel to kind of comment and discuss this with us and Where I wanted to start is maybe not where I think most people are going to think I'm going to go But I want to start with kind of the agile industry kind of the way things are going now for Coaches consultants scrum masters product owners So I'm gonna throw this as an open question and whichever of you wants to go first, go first. But what do you think we're seeing right now? What kind of trends are you seeing in that realm? And where do you think it's gonna, where do you think it's going? Scott Dunn (03:26) I nominate Lance to go first. Lance Dacy (03:28) Okay, here, obviously they're thinking about Scott. It looks like he's got something to say. Okay, well, that's a tough question because I think it still depends on the industry and the organization. It's all made up of people still. So there's still a lot of variables, I think, that affect the way that we do our jobs as transition coaches or business agility coaches or agile coaches, whatever you wanna call us. I think... Brian (03:29) Hahaha Lance Dacy (03:59) You know, I think there's still plenty of organizations out there that are struggling to bring their people together to deliver great products. And it's not because they don't want to, it's just lacking the skills and the frameworks and things to do that. So I still think that there's some organizations out there that benefit from saying, hey, let's just start from what we know and start doing this and then adapt to it as it changes. But I think a lot of times organizations, I think scaling is one of those big. problem child out there that people have kind of learned how to do this with smaller teams and smaller parts of the organization, but getting the whole organization to collaborate together. And of course, they look to another framework for that. And I'm kind of framework agnostic, especially when it comes to scaling, because I think at the end of the day, if you can't do it well in the small environment, it's going to be very difficult to do it well in the large environment. So the best thing you can do is kind of analyze your own situation. with like value stream mappings and cross-functional teams and things like that, and try to make sure that you're organizing yourselves and preventing waste as much as possible, I think is one of the big things. But I've also seen a kind of an uptick in, of course, these practices in agile being distributed over non-software domains. We've seen that for a long time, that's not necessarily a new thing, but I think it's gravitating more. to that. But I think the biggest one is really what we're talking about today is how is this AI stuff or what we have been talking about, how is that affecting this? And I think it's here quicker than we really think, or already here. And so trying to figure out how to handle, you know, data driven decision making based on that and, you know, using these tools to integrate. And then I think the last one that I would talk about is leadership and management. I think There's a specific type of environment and culture required for these people to thrive and collaborate and leadership and management has not seen a lot of innovation in the last 150 years. So, I find myself spending a lot of time coaching executives and mid-level managers on how to foster an environment that we can know how we practice psychological safety, empowering people and making it a great place to work, especially in this remote distributed environment. So I don't know if it's... All that's fairly new, but I think it's more prevalent than it was in the past. So I don't know, Scott, go ahead. Scott Dunn (06:28) No, that's good stuff. And I've only got 35 points I want to walk through. So one, I think we had all agreed that this idea of agile seems to be the common experience we're seeing as we're still coaching out there in organizations. They think that they've already done that. That's in the past. What's next? Or they settled in like, we're just hybrid. And it's not a. So help us move forward. It's like, no, we weren't done that. Here's this other thing. But the other things they're needing. And I like it, Lance. You kind of mentioned a couple of other words that people use, like organizational improvement, organizational chiasm, these ideas, like, hey, we're trying to get better. And I almost rather use those words because if I use a word they think they know, then we've kind of lost the fact that, you know, we're there. It strikes me, it's a little bit like marketing. They're just like, nope, marketing's done. And now we're doing this. And like, no, marketing's always learning, moving forward, growing. And I think we're gonna see this idea they realize, like, oh. Agile wasn't like a destination we check the boxes now they're on Scrum team. So that's one thing we're continuing to see. And the reason I'm saying that is the problems are still the same problems. We're talking earlier about capacity management, visibility, clear, you know, can execs see where we are in these larger initiatives? And the answer is like, no, they're still not doing those well. That speaks to whole org. And two quick stories on that is one, we're working with a company that decided like, yes, we're going to take this whole org approach. Lance Dacy (07:27) Yeah. Scott Dunn (07:45) And once they, within a few months, they'd gone from cycle time of 100 days down to 10. They had tripled their productivity. They went from one release every two weeks to seven in a day, right? But that's because the whole org is represented as they're rolling out, actually holistically. Let's contract that with a company we're just talking to this week. I was trying to describe getting a group together, it's representatives across other departments who have people who have authority, who have influence, finances, et cetera. they could not grasp the idea that there'd be a team working on improvement items across the org. It took several explanations, like I'm not talking at the team level. I'm talking about the team that's working across the org level. And what part of this comes back to is I think of the idea of I'm a manager. This is my own like awakening recently. If I'm a manager, let's say I'm the software engineering manager, I'm the director, my concern, this is my mistake earlier, my concern is not, are we doing ads all right? My concern is, is my boss getting what they want? If my boss wants clear reporting on where we're at the features, I don't care if it's Agile, waterfall hybrid doesn't matter. Did you show me a nice pretty report that gives them what they need? That's what I, that's what I do not wanna be called into her office on Friday about, right? So I keep mistaken, like they wanna do Agile, right? No, they wanna check the box and what they're accountable for and meet those expectations. And I know the higher up the or we go, the less they probably understand about Agile. At least that's the surveys that I'm running is like a... a 20, 30, 50% gap between what these people say their managers think they understand about Agile and what the people actually do in the work know that they understand Agile or not, which is always a large gap. A good example of that is remote. I'm not trying to kick a dead horse when it's down or whatever the saying is, but we've talked about remote a lot, but here's what we're seeing is, I think the basis of a lot of this return to office is simply, I don't know my people are working or not, I just need to see them. Brian (09:30) Hahaha. Scott Dunn (09:41) I can't tell, and I can't see them, I can't tell, and I get nervous, which really means I don't really have an understanding of fundamental aspects of how work is done using transparency, inspect and adapt, all that, right? And because I can't really, I don't really have mastery over that, I'm gonna need you in the office at least three times a week. Because I don't, I'm not really watching the work anyways, but at least I know you're showing up, and I'm accountable to make sure people are busy and working. That's, you know, I draw it down to its most rudimentary level. To me, it's a reflection of the capability of management. You mentioned that, Lance, about leadership. I think we're starting to see Lance Dacy (09:41) Right. Brian (09:52) Yeah. Scott Dunn (10:11) What we probably will see is this real cutting line of those who get it and trust their people and they work. And we've seen, you know, 10X, 100X on, on experts really let loose to do their best work and those who are simply like, you know, managed in that traditional sense and all the drawbacks and your loss of talent, all that. I think the companies will have to pay the price eventually. Thinking back to the time when people didn't really want to go ad drug because they thought it was a fad. And it didn't take but a few years, like, um, I could be wrong. Brian (10:35) Yep. Scott Dunn (10:38) maybe that is a thing we need to do, right? And then everyone gets on board, but there was a lot of kicking and screaming and doubting the early years. I think we're gonna see that with remote work is made like the proving ground of do you really work this way or not as a manager? Do you get this or not? So those are some of the trends I see. I still see a lot of people still in the very fundamentals because they think these things are already understood and known and we're moving on to something next. There is no next. I think the pace of change out there is if you're not working this way as an organization, you're losing ground already. Like... while they're listening to the podcast. Lance Dacy (11:08) It's like the remote, you know, what you were just saying is like the remote is the automated test for your operating system at work is like, if it works like that, then we're likely doing some really good things. But you know, I remember, um, I'm going to show my age here though, but prior to my technology career, I worked at FedEx and I was in leadership and management, managing their third largest hub here in Fort Worth, Texas, uh, the air hub, you know, and FedEx did a great job teaching leadership and management and all that kind of stuff. Brian (11:08) Yeah. Scott Dunn (11:14) Thank you. Lance Dacy (11:36) And I remember them focusing on the idea that you cannot lead and manage people currently how you are going to in the future because they were talking about how the new generation is coming on board and they just won't tolerate certain things. And I think you hit it on the head with that, Scott, that if these managers don't learn how to lead and manage with this newer generation, two or three removed from what I'm talking about. you're not going to have any employees because they will not tolerate it. They do not work that way. They work radically different. You know, I'm going to categorize money as a gen X person. And I'm going to say we were taught to be very individualistic, climb the corporate ladder, you know, keep your pain to yourself, just grin and bear it, fight through it, do the best you can and be autonomous and don't rely on a lot of people. And, you know, don't trust anybody. You know, the latchkey kids, we just were independent. We learned how to do it all. And that's not necessarily bad. We needed to be managed a different way than these people now. I, and I've got four kids, so I see it. It's like, they're not going to tolerate this stuff. So you hit it on the head with that leadership. I mean, coverage, a broad spectrum, but, um, Mike gave a talk in Oh nine. I'll never forget this. When I first went to the scrum gathering in Orlando and Oh nine, and he was on a panel and he said it really succinctly. He said, I hope we don't call it agile or scrum anymore. It's just the way that we work. Brian (12:36) Yeah. Lance Dacy (12:54) And he was referencing object oriented programming. You know, he said, we don't call it object oriented programming anymore, it's just programming, you know, object one. And so it's like, yeah, we're not going to, let's not have this debate. We want to build the highest business value things as early as possible with the least amount of costs who can argue that that's not the right way to run an organization. So let's not debate it. Let's not use the buzzwords. Let's just do it. Brian (13:01) Right. Scott Dunn (13:12) Yes. Brian (13:18) Yeah, I agree. And it's, you know, kind of back to what Scott said, too, there is a marketing issue here, right? There is this kind of idea of people are so saturated with the terms that they've experienced them and they feel like, hey, I know that I know what that is, I don't need to be I don't need to learn any more about that. And now I'm just kind of moving forward when they don't really. And that's what drives all the people out there that are saying Agile is dead and all the Agile is dead speakers and all that stuff. It's not dead. And if you listen to them, they don't say it's dead. They just say, people don't understand what it is. And so they're doing it wrong. I think there's kind of this interesting dynamic going on. Right, because on one hand, I think we're at a time when Scott Dunn (13:54) Mm-hmm. Brian (14:03) businesses could benefit the most from doing things like Agile because they're gonna get the most with less by doing these kinds of approaches. However, at the same time, we're hearing stories of entire Agile departments being let go in different organizations. And we're seeing people who struggle after coming through classes and stuff finding work as a scrum master, even though there's a demand. There's high demand still for these kinds of things. So there's sort of this dichotomy that's going on of, I think there's a slump going on in the agile demand when the need for it is high. And maybe that's a marketing, right. Maybe that's a marketing thing that we haven't done a good job, but I wanna propose one other thing here and I wanna get your guys take on this. Lance Dacy (14:51) than ever. Brian (15:02) The people who say Agile is dead and they say that, we shouldn't be doing this because we should call it something else. Because no one understands what it is anymore. And that's why they say it's dead. I have generally thought of those, and I think many of us sometimes fault the leadership a little bit in this to say, they didn't invest enough to understand it. They didn't really support it, right? Kind of that mentality. But I think that as an Agile community, that we need to own up. Like, I think we just need to step forward and say, you know what, we have not always done it right. And there's been plenty, you know, I talked about this in the Scrum Master class. There's plenty of Scrum Masters out there who think that the job of being a Scrum Master is to schedule meetings. And that is it. And... Scott Dunn (15:55) Oh. Brian (15:58) You know, those people, you can understand why a company would say, I don't need that person. I don't need a person to do that. And then all of a sudden they're letting go all of their Scrum Masters because they think that's what a Scrum Master is. So I think we have to own up a little bit to say, we're partly responsible for this, right? We're partly responsible for the bad impression that Agile has and we just gotta own it and say, yes, that's true, but that's because we've made mistakes as well and we're learning. Lance Dacy (16:17) Thank you. Brian (16:28) And now we know better, right? Now we know what we're supposed to do. But the pretense that we maybe came into it with, saying, hey, we know everything and we know how to do this stuff, was what caused the downfall, I think. What do you think? Scott Dunn (16:32) Hmm. Lance Dacy (16:44) It's like the overlay though of saying here, here's how you do it, right? I think what we got wrong or not necessarily wrong, just we didn't know any better at the time is, I've worked with 20 companies and this way work, let's try it. And then if it doesn't work, we'll adapt it. Cause I think it's always been about that. But you know, just like any approach, you know, the effectiveness of that approach depends a lot on how it's implemented, supported, adapted, taught. And I feel like what we should just start focusing on, you know, it's hard to put this in one term, Maybe it's just like helping and facilitating the creation of high performing teams. Like that's an unarguable thing that you would want to have. What's happening is the organizations either whether they misunderstand the role or have a bad experience in the past with it because you can't say their experience is invalid, right? Everybody has their different experience and opinion and what they went through. And I acknowledge that. But if you think of any professional sports teams, what's happening in the organizations in this world? Brian (17:20) Yeah. Lance Dacy (17:43) is they're getting rid of the coach of the team. And what we have to do is start recognizing what does the coach really do is trying to make the team high performing. You know, in professional sports, it's to score points and win the game, right? Well, kind of trying to do the same thing here, you would never get rid of the coaching position saying, well, all they do is watch film and tell the team what they're doing wrong. No, I mean, Andy Reid, you know, the Kansas City Chiefs, they won the Super Bowl, arguably the best football team in the world, if that's what you're using as a bar. And... Scott Dunn (17:46) Thank you. Brian (17:55) No. Scott Dunn (18:03) Thank you. Lance Dacy (18:12) And so they've arrived, they're the best. Do we get rid of Andy Reid? No, they need him even more because they get complacent and they get this idea that we don't need to change anything. And I see plenty of teams like that. It's like, no, the coach has one of the hardest jobs in the world is to tell the best performing team in the world they can get better. And the organization sometimes is the wet blanket and suffocating the environment for which that team can perform. Scott Dunn (18:16) Thank you. Lance Dacy (18:37) And I feel like, you know, instead of whether you want to call it a scrum master and agile codes or whatever, it's almost hard to use those terms. Some of these people anymore, because they'll just sit there and argue with you about it, but let's just say I'm trying to coach a high performing team and how can you argue with that, you know? Brian (18:50) Yeah. Yeah, I don't think you can. Scott, what do you think? Scott Dunn (18:53) If I was to ask you, well, if I was to ask both of you, do traditional management, whoever's making hiring decisions, do they know what an agile coach is and what's in telling them that they're doing well or not? And I would argue the most don't. And I think that's why we see a lot of people, I mean, in the end, people follow the money. I don't call people for work and their own self-interest. So if I can just update my LinkedIn profile and change it to agile coach. and whoever interviews me can't tell a difference. And that means I get a salary bump and of course, or let's just tell it like it is. And I think your listeners, I know you to be good with this. If I can just take a two day class and I'm gonna get a 25% salary increase, whether or not I get it or not, let's not even go there. Like I passed the test, I've got the certification. And unfortunately, I think that's more the dynamics of any given market is like, oh, it jumps to the solution, right? I just, you know. hire these scrum masters and I've done the agile thing. And even though any of us would say like, that's much bigger than that, this agile coaching involved is much more than the two day class that you need, et cetera. But think about that. I'd look at the people that I've trained, which, you know, is thousands. How many companies actually came back and said, we need help as an agile coach? 20, 22 dozen, right? That we actually went in and did real transformation work. So that's them not asking. That's them like, no, we got it. I think that simplicity of understanding Do I take a solution or do I go through a mindset change? Well, taking the solutions is going to be easier. So I'm going to jump to that rather than like reflect, like, I think we need to change. Change is hard, we agree. So back to the point of like, are we to blame? I see some of that market dynamics, but we do that with diets. We do that with the career. Also Greg, we wouldn't just grab something easier than actually go through the change. So I do agree with you, but I think it's a good point. How we try to re-message that when the world already thinks I understand it. I think we're watching this happen. When I look at companies in that space, Brian (20:30) Yep. Scott Dunn (20:42) They are using different terms and phrases. I think that moves us away from, maybe that's an aspect of like, where to blame. The other interesting thing, Lance, you mentioned about the coach and we don't fire the coach. And I think that's the best example I go to is, look, I'm a business owner of a professional sports team. I'm watching the dollars and I don't wanna have to pay Andy Reid millions, but I know it gets results. And I don't wanna coach for the offensive line. I don't wanna coach for defensive, but the results are clear whether that works or not. Brian (21:03) Yeah. Scott Dunn (21:08) The other thing that's interesting is you watch some of these coaches, like when it changed in college football with name engine, name engine and likeness in terms of attracting students for different reasons. Like I can make money during college. I don't have to hope I make the pros. And how that changed the game significantly to where some coaches like, forget it. I don't want to play this game where they're now empowered to make their own decisions on where they want to go and not just sit on the bench. If I want to sit on the bench, the transfer portal. So you're watching dynamics play out on what does that mean to bring that change in? I do think in the end, there's probably a simple split on, there's an organization that needs to continuously improve and look for ways to do that. Not as one-off projects of, hey, let's do an improvement project here. But as a feeder backlog, but simply there's always ways to improve and stuff's always coming in and we're always working that as a layer of the way the organization runs. When I see a chief agility officer, some of these other roles, I think they get it. I think manufacturing systems get that with like lean thinking and like, That's just what we do. We're always looking for that. I don't think software engineering. And this organization get it. And to be honest, my friends, you can tell me if I'm off. I don't know if they got sold that truth of this is always going. It is not put all your engineers on the teams, hire a scrum master, change someone's title of product owner and you're good, right? But I think that's what they kind of thought it was. And then they're done, but that's a team level. It's not organization level and it just sits there. So I guess there is someone with the blame because maybe that's what they were taught and not the bigger picture as well. Brian (22:25) Yeah. Yeah. Scott Dunn (22:35) Perhaps. Lance Dacy (22:36) The rebranding is interesting the way you said that. I don't, you know, let's call it something other than Agilent or Scrum, whatever you were talking about. And that's what organizations do when things are broken, is they reorg. We're gonna just change the name of it. It's like following a diet plan and going, well, I don't like that it doesn't let me have sugar, so I'm just gonna call it something different. The constraint. Brian (22:48) Hmm. Yep, you're right. Scott Dunn (22:50) Yes, yes Lance Dacy (23:02) You know, the constraint is there to make you better. And I think that's what a lot of people don't get about, let's say the Scrum framework has a lot of constraints built in not to make it harder to do your work. And I will argue it's harder. Like I tell people all the time, this is a harder way to work. It's not an easier way because it requires all of us to come together. But you just said it so eloquently, Scott, I just thought about that, that they just, who cares what we call it. Brian (23:03) Yeah. Scott Dunn (23:16) Yes, for sure. Lance Dacy (23:26) the organization and the leadership is stuck by saying that at their level, all they gotta do is call it something different and now it's solved. All I gotta do is change the org chart on a spreadsheet. And I can't tell you how many organizations I work with where I'll get a note and say, well, we're going through a reorg right now, so we gotta hold off on this training or do this or do that. It's like, well, you just went through one, I've worked with companies that have been their coach for a very long time. It's like, how many of these are we gonna go through? What's the purpose? When are we going to start realizing that it's not who reports to who, it's who's doing the work and what's the environment and culture we've created for them. And I feel like leadership and management, I don't even care if it's software. Like Scott, you're saying software, we really don't get it. I'm not sure any company really, there's a few out there that I would say their leadership and management's working really well, but the operating system for the culture is broken. And, you know, we know that for a long time as agile coaches, but it's like, there's some benefits to be gained even while that's happening. Brian (23:54) Yeah. Lance Dacy (24:24) that we can get some efficiencies going here and they're still better off. But we've hit that next level, the problems are more complex now. People and it's leadership and it's hard to change those because they've been doing it for 150 years this way. You know? Scott Dunn (24:34) Yes. Brian (24:34) Yeah. Scott Dunn (24:40) Yes. Yeah. Brian (24:41) Yeah. Well, we can't leave the episode without talking about AI, at least a little bit, because I know you brought that up already. But yeah, we definitely need to think about AI in the future. And yeah, yeah. Because I know we talked about that a little bit when we were meeting here before we started to record. But just curious. Scott Dunn (24:46) Hahaha! Lance Dacy (24:52) leaders and managers. Scott Dunn (24:54) Yes. Brian (25:06) Where do you think that whole thing is going? What I should say is, how do you think it's going to affect agility? That's the big question. Lance Dacy (25:17) You want me to go again first, Scott, or is he going to flip flop? Scott Dunn (25:20) No, no, we're not flip-flopping. It's you, man. You got it. I'm not changing. Brian (25:23) Hahaha Lance Dacy (25:23) Okay. He has some reason to do this. You know, I feel like I'm walking into a trap here. Um, the way he's going to trap me. Um, well, and you know, we were kind of talking before we even, you know, started the podcast, but I was mentioning, you know, project management wise, you know, that I believe AI can bring a lot to just helping teams become more efficient and productive just at a superficial level by simply Scott Dunn (25:28) With pretty... Brian (25:29) No, that's a wrong answer, Lance. Lance Dacy (25:50) if we're talking about Scrum, let's say, because a lot of us practice Scrum and we teach it, you think about a sprint planning exercise and how often it's very difficult to just simply explain how to come up with your capacity for the next two weeks, and based on your skillset and the work needing to be done, are we sure and confident that the work we've committed in this next one, two, three, or four week period that we can actually get it done? as a cross-functional team within the constraint of getting something usable to the end user. I think a lot of people forget that as well. So I feel like automating things like sprint planning where you can feed in a profile of all of your different skill sets and their capacity. We no longer languish over this big spreadsheet that I used to use back 10, 12 years ago. There's a lot of better ways to do it nowadays, but I think eventually you just say, based on this team and what they've given me, here's how much work we can do. feed in the work and say here's the best sequence of the work. You know, the harder part is fitting, you know, utilization is not really a topic I want to get into because I think it's always misunderstood. But once you account for all of the slack time that you need to, you want to be as utilized as possible. I think using AI to help figure out what's the best path. Like I do an exercise in my class where I give them 10 backlog items and based on the different skills, capacity, and things that need to be done, what's the best fit? Right, so in data science, we talk about fitting the model. Why not use AI to help us be the best sequencing of the work with the highest value and the best way to use our capacity? So automatic task assignment, just like we do with calendars now, where people can feed in the work they need to do and it'll create the best calendar fit to maximize your workload. Automated code is coming, you know, we're already here. You know, automated. backlog creation, chat bots, AI driven testing. I think all of that is, if not here already around the corner, that's gonna affect, hopefully in a good way, the way that teams do that. Now, we can have a whole nother topic of how that affects product and marketing, because I think the biggest issue we have is getting closer to the user, and understanding and having empathy for them, because too often we get caught up in our own world that we're just... Brian (28:03) Yep. Lance Dacy (28:10) languishing through trying to get the work out. Well, why are we doing the work is the real reason and what's the best way we can get that work to the user that solves their problem. So I'll pause there. There's a hundred things I could go in. I had 35 bullet points. I have about 110, because I love this stuff, AI and data science and all that stuff. But Scott, I'd like to hear you had some good ideas in our pre-talk as well. Scott Dunn (28:14) Thank you. Thank you. Well, I appreciate you inviting me out to the Lance Dacey podcast. I just want to say thank you for that. Right when he drank his water too. Brian (28:37) Hahaha! Weird. Lance Dacy (28:44) Right. I can't respond. Let me take a scotch now that I can respond. Brian (28:46) Yeah. Scott Dunn (28:49) Yeah, he just needs to take a drink. He's ready to go. I know I love it. I love all the ideas in the Thoughtsland. So on my particular view, when we look at the companies we're helping, so we're Atlassian partners, so I'm watching what they're doing. And I mentioned about the fact that it can automatically do like acceptance criteria, you can ask. Anything about, take all the, what we used to call it, the tribal knowledge. It's gonna do that for you. I don't need to track down who's Lucy whomever. I'm just gonna ask it and it knows. I can say, give me a spreadsheet of the people involved with this. What's the background of this project? Any of that tribal knowledge is like, it's already there now. All that data sitting in Confluence, and Jira, et cetera, ability to create tickets. I'm not going and manually creating tickets anymore. I just say, create a ticket for this thing. So all those add up to lots of saving, time savings, all the manual stuff, anything that you just already know. And everyone hates making the tickets and doing so. it's going to take care of that stuff for you automatically. On the dev and engineering side, I'm seeing a lot around what seems to be promising, impossible, certainly code reviews, like there's a template of things that you know you're checking for in code reviews, readiness to go to production. Can it create these models and things? I think we'll wait to see. We're talking about the case tools, but I believe it will because it's not limitless on when we're creating basic applications. If you take your simplest thing like hello world, you know. or a basic screen that's only got five things or a login screen, there's only so many permutations what's gonna happen with that. And it can learn those things and do those things. Software engineering is your biggest cost for software companies, these engineers, and they're hard to find, and you got time zone issues and all these other things. Everyone's looking for ways to reduce cost right now. We've got issues of just getting the talent and the source, and you got parts of these engineers' work that they do not wanna be doing anyways. So I think you're gonna see a lot of those things put pressure on figuring that stuff out. But between the computing power that we're talking about, how much can be handled by those graphics chips and how much information is out there, I think you're gonna see real wins of measurable significance that's gonna be proven out and certainly driven by the business leaders themselves trying to find where can we reduce the cost with the promise of some of these things. But those are some that I've already seen. We're definitely watching, as I mentioned, Brian (30:43) Yeah. Scott Dunn (31:12) on the Scrum developer side, just saying like, what's happening out there? And just take a look and see what we can do. But you're gonna start finding the simpler solutions that are gonna be chipped away at first. I think about the self-driving cars. I remember thinking there's no way the car can handle all these, you know, what felt like limitless situations. It really isn't. There's only so many things happening on the roads and they have slowly learned to do that. I think it's gonna be the same on the engineering side as well. Brian (31:31) Yeah. Yeah, I mean, I agree with both of you. I kind of think that I've taken a stance on it, like in the past, I just see it as a tool. It's a more advanced tool and it can do some things better than we can right now. There's some things that does really well and there's some things that right now it's not very good at. And I think it's important to try to understand that, right? I'm not gonna, you know. I think I've come to a place where I would never say, I don't think it could do X, Y, Z, because I think that eventually it can. I think that there's gonna be things it can do. And it's just a matter of time before it can do pretty much anything that we could be doing right now. Even right now, one of the things it's really, really bad at is having ideas. It doesn't really... Scott Dunn (32:10) Right. Brian (32:30) brainstorm or it can give you ways of, it can give you some little tidbits and things that you can build upon. But having used it to help try to write a blog post or anything like that, well, here's an experiment, right? Go to any, your favorite AI and ask it for 10 business ideas based on whatever, just, Uh... Lance Dacy (33:01) Of course it's not going to be good at that. Brian (33:03) Well, no, it'll give you, it'll give you 10. Scott Dunn (33:03) There's a creativity problem right there. We have a problem with creativity. I see it. Lance Dacy (33:07) I'm just kidding, bro. Brian (33:08) Yeah, it'll give you 10, but then go back and ask it and do a new chat, ask it again. Do a new chat, ask it a third time. Compare the answers you got across all three. And what you'll see is it's a lot of reused stuff, right? And the reason that it's recycling it, the reason it's reusing it is because this is a large language model. This is pulling from what it's been trained on, right? It doesn't invent a new thing itself. Lance Dacy (33:33) Mm-hmm. Create new you Brian (33:38) Right, now again, I'm not saying that it can't do that in the future, but what we have today is not a creative source in that way. It has to have the training data, even image, kind of AI image generators, that's built on what it's trained on. So you can't train it to a point to say, give me a picture of something that you haven't been trained on, right? weird picture that you have nothing in your database to go back to and use as a reference. It can't do that because it can't imagine, right? Yeah. Scott Dunn (34:18) Yes, that's the key. Lance Dacy (34:22) I was working with a company, they do ads, helping people come up with ads. So a lot of marketing spend money out there, right? You can tell it what kind of market you want to go into, what your competitors are doing, and very quickly feed it some images, feed it a few websites, and it'll give you 100 different ads with the words and everything you want to take on it, and already give it a conversion score. Like... Brian (34:44) Yeah. Lance Dacy (34:45) this ad should get this amount. And it was amazing to me, because I kind of struggle with that anyway, as a business owner, creatively coming up with content and ads and things like that. Like we were talking about earlier, I don't think on this podcast, but like being a co-pilot, having the AI stuff be a co-pilot where we kind of use it as a tool. I think eventually it'll be vice versa, ironically, where we'll be the co-pilots. I think... You like personalized user experience, creativity type things like, you know, how we do AB testing and stuff. Why not let AI do a lot of that user research and spin up the code very easily and figure out click patterns and things like that. Like I could say, I need nine different designs for this one screen. I mean, that used to take weeks, if not months for a designer to sit and attend, I'm not trying to bash their field. I love working with them. And. They're very creative people, but I feel like that's going to be the next step with this AI is, hey, give me nine options. And then that designer spends less time creatively. They get better ideas sometimes. Maybe some of them don't like that. I don't know. I'm not a creative person like that. But I can see that helping me in saying, hey, I don't have to hire these nine marketing people or five marketing people. I can just say, hey, let's look at those things. So I think that user, that creativity, Brian, is what you were hitting on imagining things. Brian (36:02) Yeah. Lance Dacy (36:03) Yeah, give it a lot of data can give you options and then you can take that and come up with the ideas as a human, but yeah, eventually that'll all be taken over too, I think it's all taken over the world. T1000, here we come. Brian (36:15) I think you've got to have one of the concepts that's out there is referring to these as agents and having multiple agents that will carry out a different task for you. And I really think that's when I think about the future of this kind of stuff and how this would affect a typical software development team, that's what I see. We have hierarchies in our organizations that exist. And those are essentially different layers of agents, right? Lance Dacy (36:23) Yeah. Brian (36:43) And I think that that's what we're going to see with software development teams and other things is we'll have a deployed network of agents and these, these AI agents will speak to each other and they'll, they'll refine what each other do. Uh, right. And it makes it easier for us, but again, we've got to have the idea to generate it, to start it, right? It just, it can't do that on its own right now. Lance Dacy (36:57) make it easier for us. Scott Dunn (37:03) Cheers. There's definitely a few things where I've just been popping in, where I had to do some legal docs and I just went there and had it write them. They were great. Just fill in the blanks. I was waiting to get content back from someone about a speaker, maybe somebody to go about Mark Kilby on remote and waiting and waiting. I'm like, dog gone. I just wouldn't ask, you know, chat GPT tell me about Mark Kilby, what he does and grab that. And it did a great job. Put that out there. I didn't need, I didn't need someone else to do it. I didn't need to wait for that. Brian (37:31) Yeah. Scott Dunn (37:34) And I don't even look for creative art anymore. I simply say, give me this art. I do it in Creative Cloud. Give me that, and then you know, good enough's good enough. I move, because it's like you're touching on the delays on some of the things that can be the killer of that. I think in the same way back in the day, Sudhnyalanshi said that you're dating yourself. And I remember when I was younger, we just had electricity for the first, I'm just kidding. But think about the first time when you're telling people like, no, the computer could do that for you. Lance Dacy (37:35) I'll see you later. Scott Dunn (38:02) I feel like we're becoming a lot of companies now like, no, AI could do that for you because they just don't know. If they're working a certain way and they've been in that company for 20 years, they think, no, my job is to create the new insurance for them and then send that, no, you don't have to do all that. So I think it'll be a redistribution because for all of us to see here right now and say, I've let go of thinking there's limits to this and that's where I've come to last few weeks. And we're, and we're. Lance Dacy (38:23) Yeah. Scott Dunn (38:26) Well, I'm going to, I feel, I feel we're cutting edge. Your audience may say differently, Brian, but I feel like we're cutting. I feel like we're cutting edge. And if we're just coming to realization, there's not limits. Think about your traditional worker who's not necessarily a knowledge worker, they're just in the office. They have a certain role. It's been not too different over the last 10, 20 years. They have no idea. I probably could cut that. You mentioned Lance about the ads and I was seeing something recently that said that those AI ads can cut, can cut the design time by 90%. Brian (38:31) Yeah Lance Dacy (38:46) Yeah. I would totally agree. I mean, I tried it and you just like you were saying, waiting on delays to me is my biggest thing. Like the best thing we can do for an organization is a value stream mapping of some sort and say, where does the cycle times killing us? There's so much low hanging fruit there that you could turn that into millions of dollars. And if we were just quit articulating words for that, let's just go do it. I feel like that's what AI is gonna do for us. We were talking about the, Mike's Brian (38:55) now. Lance Dacy (39:22) written a book on user stories and all that. So I'm going to use that as an example, as a product backlog entry point to getting work done. And I think we were talking about this before the podcast. And I feel like eventually we're just going to have a user say, as a user, I need to be able to pay by MasterCard on this screen and make sure the error message says this. And if it is successful, do that. And we won't need programmers. The computer will take that. And it'll write the code for that. It'll deploy the code and it'll say, what do you think about that? And so when you talk about this with agile, but I don't know what we're gonna have these, we're just gonna have users that can now have software created for them. Just like I can an ad, you know, it's like, I'm gonna have this design created, but I speak to it in natural language. Who cares if it's C++, COBOL or JavaScript or Python or whatever, it doesn't matter anymore. The computer will decide. and write it, deploy it, and manage it, and take all the complexity out of it. That's eventually where I think we're headed. Brian (40:23) OK, I just want to state this out there for all the listeners. Make sure you at the right person on this. It's Lance Dacey who said that all the programmers are losing their jobs. All right, just make sure you get it right. That's who said it. Uh. Lance Dacy (40:36) Oh my gosh. Scott Dunn (40:40) Here's to seeing you all again. Lance Dacy (40:41) Did I really say all? I just said it's going to be a disruptor. I thought, but you know, I'm sorry. So just like I think you like your next designers, I think software programmers are just highly creative and great people. So I mean, no, uh, you know, no, just be on the lookout, find a way to contribute to the fact that your job. Scott Dunn (40:45) I heard everyone within the year. I think that's what I heard. Brian (41:03) Yeah. No, I mean, all teasing aside, I think that the developers who are using it now within their IDEs and locked into some of these tools that are available to have AI help them with code, they're ahead of the game. And people who are afraid of that stuff and saying, no, I'm not going to keep that at arm's length, we've seen this movie a million times. Right. Scott Dunn (41:03) Yeah. Yep. Yeah. Lance Dacy (41:19) Yeah. Yeah, played out over and over. It's like, you know what, Brian, two weeks ago, I don't know what the time is, I'm just being facetious right now, but a while ago, I would say that not true about programs because I say you will always need somebody programming the computer, but I've since now changed my mind thinking because I'm highly agile and I learned in that space and I drink my own champagne. That's not really true because I can go into chat, you know, I took, I'm a programmer myself, so I mean, no disdain about that, I remember in school, the first program I had to write was C++ about calculating the Easter Sunday date for a given year. And I had to write code to do that. And I tested that with my son over my shoulder, saying, I'm going to show you what ChatGPT can do. I said, write me a C++ program that calculates Easter Sunday for a given year. And I swear to you, in under a minute, all the code was there. Now, it didn't run. I had to take it and put it into an IDE and compile it and do all that stuff. But it worked. And it took me months to do that. So all I'm trying to say is it can help us be better. The creative side will always be there, but can you imagine not having to worry about code anymore? And you do more of prompting the computer instead of coding. That's really what I mean. I don't want to say their jobs are going away. I just think their jobs are going to be changed. They're going to be the next disruptor, just like I was talking about real estate agents and banking and all of us have been disrupted. But we gotta welcome it. Take it. Brian (42:37) Yeah. Scott Dunn (42:40) Yes. Brian (42:49) Yep. Yeah, right. Welcome to the party, pal. Yeah, no, I agree. Lance Dacy (42:57) Right! Scott Dunn (42:59) I feel like saying at this point, we should let all the listeners know that actually this podcast is AI generated and these are not actual people here. Lance Dacy (43:07) I'm not really sure. Brian (43:10) Yeah, this was done with the approval of these three people, but written by written by AI agents. No, no, it's absolutely not. These are real human beings. Well, guys, this has been a really interesting discussion. And I know we've gone a little bit long. But hey, it's the hundredth episode. Come on, cut us some slack, right? We got three of us here. We obviously are going to kind of diverge a little bit. So Lance Dacy (43:15) Good. Brian (43:35) Thank you guys so much for coming on and helping us to celebrate this 100th episode. I really appreciate it. So just want, you know, Scott, thank you. Scott Dunn (43:45) Thank you. Brian (43:46) And Lance, thank you as well. Lance Dacy (43:48) I'm about to say Lance, no thanks. Thank you, Greg and Brian. I always love being on here and Scott, great to see you. It's been too long. Scott Dunn (43:49) Yeah. Hahaha. Good job. Brian (43:52) Right. Scott Dunn (43:56) These two, yes, really enjoyed it. Brian (43:57) Awesome.

Current Digital Pathology Trends: Post-conference Recap from USCAP 2024 (Unscripted)

Play Episode Listen Later Mar 31, 2024 52:04

This week, the digital pathology community gathered at the United States and Canadian Academy of Pathology (USCAP) annual meeting in Baltimore. I had the incredible opportunity to attend, spurred by an invitation from Hamamatsu, known for their revolutionary digital pathology scanners like the FDA-cleared S360 and the new S20 model.Key Takeaways from USCAP:Innovative Partnerships and Technology: My agenda was filled with meetings that explored the latest in digital pathology. Key highlights include the launch of Hamamatsu's S20 scanner, Techcyte's technological advancements, and Proscia's FDA-approved AP Dx software. The collaboration between Hamamatsu and Agilent, utilizing Proscia's platform, underscored the collaborative spirit driving the field forward.Community Engagement and Recognition: The warmth and recognition from the community were overwhelming. It reinforced the value of our work and the podcast, blending technical insights with personal stories that underline the human aspect of pathology.Advancing Research and Education: A standout moment was learning about the World Tumor Registry initiative from Andrey Bychkov and Alyaksandr Nikitski. This initiative marks a significant step in making valuable pathological data more accessible for research and education, starting with a comprehensive collection of thyroid case slides.Looking Forward:The USCAP meeting was a testament to the enthusiasm and innovation within digital pathology. Stay tuned for a detailed video blog covering the conference, highlighting the S20 and more, coming soon on YouTube!USCAP BULLET UPDATESHamamatsu: Known for their FDA-cleared scanner, S360, and the newly launched S20 model.Techcyte: Discussed their dynamic evolution and upcoming projects and their partnership with BD for cervical cytology AI based evaluation.Corista: Learned about their software advancements, including voice recognition for improving pathologist workflows.Smart In Media: Discussed their new camera for microscopes and grossing rooms.Proscia: Celebrated their FDA clearance for the AP Dx software.Epredia: Showcased their pathology equipment, including scanners like the P1000 with water immersion.Aiforia: Highlighted their AI for image analysis, especially the GLP-compliant module for toxicologic pathology.Indica Labs: Featured their pathologist cockpit setup and discussed their comprehensive software solutions.PathPresenter: Met with the CEO, Patrick Myles, and discussed the company's rapid growth and services.Pramana: Discussed their archival scanning services and their new benchtop scanner that runs algorithms during scanning.Grundium: Showed off their new four-slide scanning Ocus and the cute one-slide Ocus scanner. Andrej Bychkov to discuss his poster on the use of ChatGPT by pathologists and told me about the World Tumor Registry initiative.Support the showBecome a Digital Pathology Trailblazer and See you inside the club: Digital Pathology Club Membership

united states ceo ai current conference chatgpt baltimore fda key takeaways community engagement bd unscripted glp canadian academy agilent hamamatsu digital pathology advancing research proscia

Analyzing Fruity and Savory Cannabis Aromas with TJ Martin

Play Episode Listen Later Mar 20, 2024 41:30

TJ Martin is the VP of R&D at Abstrax, a company that specializes in the research, development, and production of botanically derived and cannabis-inspired terpenes. TJ and his team recently published a paper that identified several non-terpenoid compounds that are responsible for the unique aromas associated with exotic cannabis varieties, including the berry, tropical, candy, and fruity notes found in Zkittlez and Gelato as well as the rich, intense, chemical scents found in GMO. This research opens up a new world of aromatic compounds and challenges the idea of classifying cultivars based on terpenes alone. We discuss: How cannabis aroma affects consumer and patient experience The variety of aromas the cannabis plant can produce and how it compares to other plants Define exotic cannabis varieties and compare them to more prototypical cultivars Why terpenes alone do not tell the entire aroma story in exotic cannabis varieties How to communicate information about non-terpeninoid compounds to consumers and patients in a meaningful way Thanks to This Episode's Sponsor: Agilent Technologies Whether you manufacture or test cannabis, you face the challenge of delivering high-quality products, increasing sample volume, and meeting emerging regulations. Agilent offers best-in-class cannabis and hemp analysis solutions featuring robust instruments, software, services, and consumables. Their team of experts can develop, implement, and optimize methods to get you up and running quickly. Learn more at agilent.com Additional Resources Minor, Nonterpenoid Volatile Compounds Drive the Aroma Differences of Exotic Cannabis Abstraxtech.com [Podcast] Discovering New Aromatic Compounds in Cannabis with TJ Martin Cannasulfur Compounds: A New Class of Secondary Metabolites Discovered in Cannabis Cannabis Aroma Predicts User Experience with Adie Rae, PhD The Nose Knows: Aroma, but Not THC Mediates the Subjective Effects of Smoked and Vaporized Cannabis Flower Register for CannMed 24 What Makes CannMed Unique and Why You Don't Want to Miss It Review the Podcast! CannMed Archive

cannabis analyzing gmo smoked gelato savory fruity aromas agilent

Nebenwerte geben den Ton an | New York to Zürich Täglich | Swissquote

Play Episode Listen Later Feb 28, 2024 11:43

Die Musik spielt heute erneut bei den Nebenwerten. Angefacht durch die Quartalszahlen oder Aussichten, geht es bei den Aktien von Advance Auto, Agilent, Ebay und First Solar bergauf. Beyond Meat ist mit einem Kursexplosion von fast 60%, der größte Gewinner. Coinbase zieht weiter an, angefacht durch den jetzt auf über $60.000 gestiegenen Bitcoin. Auf der Verliererseite stehen nach den Ergebnissen Urban Outfitters und Boston Beer. Heute Abend melden neben Salesforce auch HP, Okta, Paramount und Snowflake. Im Tagesverlauf werden sich erneut zahlreiche Notenbanker zu Wort melden. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Beyond Meat, Ebay und First Solar fest | Big Techs pausieren

Play Episode Listen Later Feb 28, 2024 21:42

► Zur Opening Bell+: https://bit.ly/360kochpc * Ein Podcast - featured by Handelsblatt. Die Musik spielt heute erneut bei den Nebenwerten. Angefacht durch die Quartalszahlen oder Aussichten, geht es bei den Aktien von Advance Auto, Agilent, Ebay und First Solar bergauf. Beyond Meat ist mit einem Kursexplosion von fast 60%, der größte Gewinner. Coinbase zieht weiter an, angefacht durch den jetzt auf über $60.000 gestiegenen Bitcoin. Auf der Verliererseite stehen nach den Ergebnissen Urban Outfitters und Boston Beer. Heute Abend melden neben Salesforce auch HP, Okta, Paramount und Snowflake. Im Tagesverlauf werden sich erneut zahlreiche Notenbanker zu Wort melden. Abonniere den Podcast, um keine Folge zu verpassen! __________________________________________________ ► Zur Opening Bell+: https://bit.ly/360kochpc * ► https://www.instagram.com/kochwallstreet/ ► https://www.facebook.com/markus.koch.newyork ► https://www.youtube.com/user/kochntv ► https://www.markuskoch.de/ *Werbung

Evaluating Endotoxin Levels on Cannabis Flower with Kevin McKernan

The MEDQOR Podcast Network

Play Episode Listen Later Jan 24, 2024 41:07

Kevin McKernan is the Chief Scientific Officer and Founder of Medicinal Genomics. Kevin has pioneered the genomics of cannabis and hemp to build a stronger scientific environment for the study of cannabis based therapeutics and blockchain technologies for tracking and verifying cannabis genetics. At CannMed 24 he will present “Understanding the Prevalence and Risks Associated with Endotoxins on Cannabis Flower”, which will include novel research he did to measure the level of endotoxins in store-bought cannabis flower. Our conversation covers: What inspired Kevin to look into endotoxin levels on cannabis Which microbes produce endotoxins How endotoxins affect humans Whether remediation techniques mask endotoxin risks and more Thanks to This Episode's Sponsor: Agilent Technologies. Whether you manufacture or test cannabis, you face the challenge of delivering high-quality products, increasing sample volume, and meeting emerging regulations. Agilent offers best-in-class cannabis and hemp analysis solutions featuring robust instruments, software, services, and consumables. Their team of experts can develop, implement, and optimize methods to get you up and running quickly. Learn more at agilent.com Additional Resources High levels of endotoxins in commercial cannabis flower [Pre-Print] Total Yeast and Mold - A Comparison Study - Jini Glaros [CannMed 23 Presentation] What Makes CannMed Unique and Why You Don't Want to Miss It Register for CannMed 24 Review the Podcast! CannMed Archive

founders cannabis levels evaluating flower prevalence chief scientific officer agilent kevin mckernan endotoxin medicinal genomics endotoxins

Pharma and Biotech Daily: Latest News and Insights in the Industry

Pharma and BioTech Daily

Play Episode Listen Later Dec 27, 2023 4:18

Good morning from Pharma and Biotech Daily: the podcast that gives you only what's important to hear in the Pharma and Biotech world. Today, we have a lot of news to cover, so let's dive right in.## Agilent, a global healthcare company, plans to lay off around 400 workers, which represents about 2% of its global workforce. Most of the layoffs will be completed in the first quarter of next year. In other news, Philips has issued a recall of its MRI machines due to the risk of explosion. The Food and Drug Administration has labeled the recall as a class I event, and there has been one reported incident of a machine exploding in the 22 years the system has been in use. Moving on, ResMed, another medical technology company, has warned about the risk of mask magnets interfering with medical implants. Like Philips, ResMed advises patients not to wear magnetized masks near certain implants. Cybersecurity incidents and vulnerabilities have affected the medtech sector in 2023. From vulnerable medical devices to system breaches, cybersecurity has been a major concern for the industry this year. In merger and acquisitions news, Illumina, a DNA sequencing leader, has finally agreed to unwind its $8 billion acquisition of cancer screening developer Grail. This decision comes after pressure to undo the acquisition since its inception. Several top medtech companies have announced layoffs this year as they implement cost-cutting measures. Johnson & Johnson, Medtronic, and Abbott are among the companies that have made staff reductions. Overall, 2023 has seen a slump in medtech mergers and acquisitions (M&A), but analysts predict an uptick in M&A activity in 2024.Lastly, there have been several medtech spinoffs that have reshaped the industry this year, with GE Healthcare, Johnson & Johnson, and Danaher completing transactions. Baxter, 3M, and Medtronic are expected to make their moves next.## In other news, Sarepta is seeking FDA approval to expand the use of its gene therapy treatment, Elevidys, for patients with Duchenne muscular dystrophy. This comes after a confirmatory trial for the treatment failed to meet its main goal. Bristol Myers is set to acquire brain drug developer Karuna for $14 billion, giving the company access to an experimental treatment for schizophrenia. The treatment is expected to become a blockbuster product. Ionis and AstraZeneca have received FDA approval for their drug Wainua, which competes with Alnylam's drug for the treatment of transthyretin amyloidosis. The approval opens up a new front in the long-running commercial battle between Ionis and Alnylam. Biotech M&A activity is picking back up, with Bristol Myers and AbbVie both making multibillion-dollar acquisitions in the neuroscience space. As ALS research continues to grow, the Healey Center has become a leading center for research and care for patients with ALS. However, the complexities of the disease and drug development have presented challenges and setbacks.## Shifting gears, the text discusses various healthcare-related topics. It mentions that antitrust enforcements in the healthcare industry reached a high in 2022, with health deals being impacted. It also highlights a class-action lawsuit filed against an Ohio hospital and its vendor after a data breach that potentially exposed the data of nearly nine million people. The text includes an opinion piece that predicts trends in healthcare mergers and acquisitions for 2024, such as a shift in funding sources and new regulatory policies. Additionally, it mentions a study that found clinician accuracy suffers from biased artificial intelligence, even with mitigation efforts. The text also briefly mentions the challenges facing interoperability in U.S. healthcare due to legislation, varying data standards, and privacy concerns. Moving on, Sanofi has abandoned the development of an antibody-drug conjugate (ADC) after a setback in a study. The ADC, acquired through a deal with Immu

EEVblog 1564 – Agilent/Keysight U1273AX Multimeter Repair

EEVblog

Play Episode Listen Later Sep 11, 2023 33:58

A very interesting repair of an Agilent/Keysight U1273AX OLED display multimeter. It had two distinct unrelated faults. Ian Scott Johnston on The Amp Hour: https://theamphour.com/643-calibration-repair-with-ian-johnston/ Forum: https://www.eevblog.com/forum/blog/eevblog-1564-agilentkeysight-u1273ax-multimeter-repair/ 00:00 – Faulty Agilent / Keysight U1273AX OLED display multimeter 01:36 – Battery leakage, OF COURSE! 04:26 – Bottom of PCB 05:47 – The OLED display 10:09 – ...

bottom forum batteries repair oled of course pcb agilent keysight multimeter amp hour eevblog

Pharma and Biotech Daily: Leadership Changes, Regulatory Setbacks, IPOs, Layoffs, and More

Pharma and BioTech Daily

Play Episode Listen Later Aug 28, 2023 4:23

Good morning from Pharma and Biotech Daily: the podcast that gives you only what's important to hear in the Pharma and Biotech world. In today's news, we have some significant leadership changes. Zimmer Biomet CEO Bryan Hanson is leaving the company to join 3M as its new CEO. Ivan Tornos, the current COO of Zimmer Biomet, will take over as the orthopedic device maker's top executive.Moving on to regulatory news, Medtronic's renal denervation device faced a setback at an FDA panel. Outside advisers determined that the risks of the procedure to lower blood pressure outweighed the benefits in a narrow vote. However, Recor's renal denervation system received backing from an FDA panel, with advisers finding it safe and effective, although some expressed concerns about its long-term durability.Next, Tandem's chief commercial officer, Brian Hansen, is resigning as the company prepares to roll out its new Mobi pump. Additionally, Agilent is winding down operations at Resolution Bioscience, a liquid biopsy unit it acquired two years ago for $550 million.In IPO news, brain drug developer Neumora is preparing for an IPO, joining the flurry of biotech companies going public. The IPO filing, along with that of radiopharmaceutical startup Rayzebio, will test the biotech IPO market. Roche's surprise study results suggest that a drug blocking the protein TIGIT may help extend survival in lung cancer patients. The findings have boosted shares of other developers in the space.In other developments, the FDA has partially halted leukemia studies of Gilead's cancer drug, which is the latest setback for the drug that was acquired in 2020. Foundery, a new biotech venture firm, aims to speed up early immune drug research by providing support to researchers working on new immunotherapies. Agenus plans to lay off 25% of its staff and trim its pipeline to preserve cash for potential drug approvals next year. J&J-backed startup Rapport Therapeutics has raised an additional $150 million for brain drug development.Shifting gears to the healthcare industry, CVS Health has announced layoffs in several locations, including Rhode Island, Connecticut, and New York. The layoffs affect 770 employees at CVS's Rhode Island headquarters and around 520 workers at health insurer Aetna's Connecticut hub. The exact reasons for the job cuts have not been disclosed.The Centers for Medicare and Medicaid Services (CMS) has threatened to cut hospices from Medicare if they fail to prove their legitimacy. This crackdown follows reports of fraudulent activity in hospice facilities, including certifying patients for care who were not terminally ill and engaging in fraudulent billing schemes. Cigna, an insurance company, has announced that it will remove prior authorizations for 25% of its services. Additionally, the company plans to eliminate another 500 codes for its Medicare Advantage plans by the end of the year. This move aims to streamline the healthcare process and reduce administrative burden.A report has found that over half of healthcare employees consider themselves inadequately compensated. The survey revealed that almost half of healthcare workers surveyed had less than $1,000 in savings. The divide between professionals who felt fairly compensated and those who didn't was less than 5%. Epic Systems, an electronic health records (EHR) vendor, and Microsoft have expanded their partnership to accelerate generative artificial intelligence (AI) in healthcare. The collaboration aims to deploy tools such as clinical note summarization and coding suggestions to improve patient care.In other industry news, California's medical board is facing financial difficulties, unable to pay its bills. However, proposed fixes to address this issue are being resisted by doctors. Health officials have also laid out plans to cope with the upcoming respiratory virus season. A highly mutated COVID variant has been found in new countries, but officials believe the pandemic i

The Big Challenges Facing Clinical Labs

Play Episode Listen Later Aug 15, 2023 28:07

In this episode of Clinical Lab Chat, Chris Wolski, CLP's director of Business Intelligence, David West, CEO of Proscia, and Lou Welebob, vice president and general manager of pathology at Agilent, take a deep dive into the big challenges facing clinical labs today, including workforce shortages, scaling lab operations, and reimbursement, along with some of their solutions, including increased automation, agnostic platforms, and more coherent reimbursement coordination with regulatory agencies.

ceo clinical labs business intelligence challenges facing david west clp agilent proscia

The Big Challenges Facing Clinical Labs

Clinical Lab Chat

Play Episode Listen Later Aug 15, 2023 28:07

ceo clinical labs business intelligence challenges facing david west clp agilent proscia

Managing Total Yeast and Mold with Zamir Punja, PhD

ceo phd testing workplace marijuana cto clearing lsu labs abbott advances purdue university roche haze oak ridge buzzkill danaher thermo fisher physical chemistry agilent

Play Episode Listen Later Aug 2, 2023 49:38

Zamir Punja, PhD is a Professor of Plant Biotechnology at Simon Fraser University in Canada. His research interests include the etiology and management of plant diseases on vegetable and horticultural crops, and the applications of plant biotechnology for disease management. Since 2018, his work has shifted to researching cannabis, where his group has described a range of previously unreported pathogens affecting the crop and has evaluated various methods for disease management. His team just published the results of a 3-year study that identified several factors related to growing, drying, and trimming cannabis that have a direct effect on Yeast and Mold levels. This is important because when growers fail for microbial testing, yeast and mold is most often the reason. So if you are a grower who has struggled with total yeast and mold, perhaps these findings can help you get back on track. I've put a link to the paper in the show description, and if you are watching on YouTube, I have added several figures and images from the paper throughout the conversation. We covered: The different species of yeast and mold that are commonly found on cannabis and which are potentially harmful to humans The value of TYM testing as an indicator of product safety and quality What is a reasonable threshold for Total Yeast and Mold How Cannabis genotype affects TYM levels Why leaf litter drives up TYM levels Why hang drying is a better method than wet trimming The drawbacks of irradiation And more Thanks to This Episode's Sponsor: Agilent Technologies Whether you manufacture or test cannabis, you face the challenge of delivering high-quality products, increasing sample volume, and meeting emerging regulations. Agilent offers best-in-class cannabis and hemp analysis solutions featuring robust instruments, software, services, and consumables. Their team of experts can develop, implement, and optimize methods to get you up and running quickly. Learn more at agilent.com Additional Resources Total yeast and mold levels in high THC-containing cannabis (Cannabis sativa L.) inflorescences are influenced by genotype, environment, and pre-and post-harvest handling practices 5 Factors Causing Cannabis to Fail Total Yeast and Mold Review the Podcast! CannMed Archive CannMed Community Board [Facebook Group]

canada phd professor managing cannabis thc mold yeast tym simon fraser university zamir agilent plant biotechnology

Buzzkill Labs-Workplace Marijuana Testing Advances _083

Clearing The Haze

Play Episode Listen Later Jul 20, 2023 56:52

Welcome to Clearing the Haze, On this week's podcast, we uncover groundbreaking advancements in drug testing and workplace safety. In today's episode, we have the privilege of interviewing the brilliant minds behind Buzzkill Labs, a company revolutionizing how we approach drug detection and quantitation. Buzzkill Labs is at the forefront of developing next-generation technology, merging patented noninvasive sample collection methodology with scientifically validated laboratory techniques. Their innovative products address pressing needs in various sectors, including workplace safety, law enforcement's battle against impaired driving, and fast, accurate testing in medical and drug treatment centers. If you're an employer or work with clients grappling with the decision to test for marijuana in the workplace, this episode is an absolute must-listen. Join us as we delve into an enlightening conversation with Buzzkill's CEO, Jeff Heimburger, and CTO, Dr. George Farquar. They will unveil the game-changing technology they've created and discuss how it's poised to make a monumental impact on the landscape of workplace drug testing. To learn more about Buzzkill Labs and their groundbreaking solutions, visit buzzkilllabs.com. For inquiries, reach out to info@buzzkilllabs.com. You can also connect directly with Jeff Heimburger at jeff@buzzkilllabs.com and Dr. George Farquar at george@buzzkilllabs.com. Jeff brings over two decades of experience leading organizations within industry giants like Abbott, Roche, Agilent, and Focus Diagnostics, to name a few. His expertise extends to startups acquired by Thermo Fisher and Danaher, where he spearheaded commercial teams in the forensic and diagnostic markets. With an educational background in mechanical engineering and biology from Purdue University, Jeff has successfully launched numerous products worldwide for both global molecular diagnostics leaders and groundbreaking innovators. Dr. George Farquar, Buzzkill's esteemed CTO, is no stranger to entrepreneurial success. His visionary ideas have resulted in the founding of three companies, and in 2013, he earned an R&D 100 award for a biothreat detection technology still utilized worldwide today. George holds a PhD in Physical Chemistry from LSU and has led research teams at prestigious institutions such as Oakridge and Lawrence Livermore National Laboratories. Get ready to explore a future where drug testing and workplace safety take a giant leap forward. Let's dive into this enlightening conversation with Buzzkill Labs!

Lab of the Future | Importance of End-to-End Workflows with Robert Williams, Ph.D. (Sponsored by Molecular Devices)

New Matter: Inside the Minds of SLAS Scientists

Play Episode Play 22 sec Highlight Listen Later May 22, 2023 29:28 Transcription Available

We continue our series on the "Lab of the Future" by delving into the importance of end-to-end workflows with Agilent Director of Digital Lab Innovation, Informatics Division Robert Williams, Ph.D.Williams discusses how Agilent views the lab of the future and why end-to-end workflows are so critical. He explains the benefits of these workflows and how they can streamline processes and save time. Episode transcript available on Buzzsprout. Key Learning Points: The challenges and benefits of implementing end-to-end workflowsHow to better utilize data to improve automation processesHow to retrofit these workflows into an already existing labHow these workflows can inform front-end automation. Our Sponsor for this EpisodeMolecular Devices makes scientific breakthroughs possible for academia, biopharma and government customers. Dedicated to enabling life science labs of the future, where innovative technology and novel research meet, Molecular Devices empowers scientists to advance discovery, driving earlier diagnoses and safer therapeutics for patients. Spanning cell line development, 3D biology and drug screening, their automated, end-to-end solutions streamline and scale complex workflows while integrated machine learning-enabled analytics allow researchers to mine data easily for insights.Molecular Devices is the innovation partner that empowers scientists with next-generation technology to advance discoveries, improving the quality of life everywhere.Learn more about Molecular Devices by visiting:https://www.moleculardevices.com/Stay connected with SLASOnline at www.slas.orgFacebookTwitter @SLAS_OrgLinkedInInstagram @slas_orgYouTubeUpcoming SLAS Events: SLAS 2023 Microscales Innovation in Life Sciences Symposium September 14-15, 2023 La Jolla, CA, USA SLAS 2023 Sample Management Symposium October 12-13, 2023 Washington, D.C., USA SLAS 2023 Data Sciences and AI Symposium November 14-15, 2023 Basel, Switzerland SLAS2024 International Conference and Exhibition February 3-7, 2024 Boston, MA, USA

united states washington future 3d dedicated lab devices data science basel molecular buzzsprout spanning workflows la jolla robert williams agilent

2350: MEHRWERK GmbH - Unlocking Data-Driven Process Optimization

The Tech Blog Writer Podcast

Play Episode Listen Later Apr 22, 2023 24:18

In this episode of Tech Talks Daily Podcast, I'm live at QlikWorld with Jan Birkholz, a process mining evangelist from Mehrwerk, discussing how they support businesses in establishing a data-driven process understanding and optimize their operations. Mehrwerk, a Qlik Elite Solutions Provider, offers software-based business process optimization solutions, utilizing Qlik Sense to help organizations integrate data from multiple sources and transform it into meaningful insights. Jan shares how data visualization plays a crucial role in today's data-driven world and the benefits of Qlik Sense's intuitive software in creating reports and dashboards. We explore the latest version of Qlik Sense, which features personalized dashboards, larger datasets in scatter graphs, and chart animations, and discuss how these enhancements improve user experience and help businesses better understand their data. Jan highlights success stories from clients like Galderma, EMSA, and Agilent, showcasing how Mehrwerk's partnership with Qlik has made a significant impact on their business performance. We also discuss the challenges organizations face when optimizing their processes using data-driven insights and how Mehrwerk's approach helps overcome these obstacles. Finally, Jan shares his vision for the future of business intelligence solutions and data visualization, and the roles that companies like Mehrwerk and Qlik will play in shaping this landscape. Tune in for valuable advice on how businesses can leverage data more effectively and become more agile in today's competitive market.

unlocking data driven gmbh qlik galderma process optimization agilent emsa qlik sense

Ep. 194: Logitech International CEO Bracken Darrell, Jack in the Box, Agilent, Montrose Environmental Group

The Drill Down

Play Episode Listen Later Mar 1, 2023 37:43

Where Logitech International CEO Bracken Darrell (LOGI) sees growth opportunities for the computer hardware maker as consumers think about pulling back on gadget-buying. Jack in the Box (JACK) has a winning strategy in Florida and Arkansas, is making expansion plans and weathering both food and labor inflation. The atomic technology that has Agilent (A) seeing a future in semiconductors. Behind the rapidly shrinking business at Montrose Environmental Group (MEG). The Drill Down with Cory Johnson offers a regular look at the business stories behind stocks on the move. Learn more about your ad choices. Visit megaphone.fm/adchoices

international arkansas environmental logitech montrose jack in the box drill down agilent cory johnson bracken darrell

Apples 6-Millionen-iPhone-Lücke in China und German Fusionsangst

Alles auf Aktien

Play Episode Listen Later Nov 29, 2022 17:41

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über mehr Ungemach für Varta, eine weitere Krypto-Pleite und einen denkwürdigen Auftritt von EZB-Präsidentin Christine Lagarde. Außerdem geht es um Pinduoduo, Bitcoin, Ether, Brenntag, Univar Solutions, Bayer, Merck KGaA, Mercedes-Benz, Deutsche Bank, RWE, Deutsche Telekom, Siemens, Siemens Healthineers, SAP, Albemarle, Air Products & Chemicals, Agilent, Las Vegas Sands, Livent, Starbucks, Otis, Emerson Electric, Aptiv, 3M, Nike, Estee Lauder, ON Semiconductor,, Dollar Tree, AGCO, HP, General Motors, Best Buy, Applied Materials, Nike, Trimble und Mattel. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Visión Global 21h análisis con Miguel Ángel Temprano y tertulia "Afterwork" 22/11/2022

Visión Global

Play Episode Listen Later Nov 22, 2022 59:59

En Visión Global analizamos la actualidad de los mercados. Segundo análisis del día con Miguel Ángel Temprano, gestor independiente. En "La Mira" con Raúl Calle de Ibroker ponemos en el foco a "Agilent technologies". Repasamos la actividad empresarial. Y por último, acabamos con nuestra tertulia "Afterwork" con nuestros tertulianos Miguel Córdoba, profesor de Economía y Finanzas; y José Aguilar, socio director de Mind Value.

global ra jos segundo econom repasamos visi aguilar finanzas calle tertulia con miguel temprano en la mira afterwork agilent miguel c en visi

Bob Iger kehrt zu Disney zurück

Play Episode Listen Later Nov 21, 2022 10:53

Die Futures signalisieren eine erneut etwas schwächere Tendenz an der Wall Street, wobei die Thanksgiving-Woche meist freundlich endet, mit Kursgewinnen vor allem am Mittwoch und Freitag. Der Handel ist am Donnerstag geschlossen, und endet am Freitag bereits um 19 Uhr MESZ. Die sehr überraschende Rückkehr von Bob Iger an die Führungsspitze von Disney, macht die Aktie zum Spitzenreiter im Dow Jones. Wie das Wall Street Journal berichtet, hat der Großinvestor Trian über $800 Mio. in den Kauf von Disney-Aktien investiert. Die Beteiligung dürfte weiter ausgeweitet werden, und Trian strebt nach einem Sitz im Aufsichtsrat. Heute Abend stehen mit den Quartalszahlen die Aktien von Agilent, Dell und Zoom Video im Fokus. Was den breiten Markt betrifft, warnt Goldman Sachs vor einer Fortsetzung des Bärenmarktes im kommenden Jahr. Anleihen und Cash seien zu favorisieren. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Disney holt früheren CEO zurück | Goldman Sachs sieht Fortsetzung des Bärenmarktes

texas summit drops agriculture haus keynote confirmed hemp texas department boveda agilent michael best hemp industries association

Play Episode Listen Later Nov 21, 2022 23:33

► Zur Opening Bell+: https://bit.ly/360obp * Ein Podcast - featured by Handelsblatt. Die Futures signalisieren eine erneut etwas schwächere Tendenz an der Wall Street, wobei die Thanksgiving-Woche meist freundlich endet, mit Kursgewinnen vor allem am Mittwoch und Freitag. Der Handel ist am Donnerstag geschlossen, und endet am Freitag bereits um 19 Uhr MESZ. Die sehr überraschende Rückkehr von Bob Iger an die Führungsspitze von Disney, macht die Aktie zum Spitzenreiter im Dow Jones. Wie das Wall Street Journal berichtet, hat der Großinvestor Trian über $800 Mio. in den Kauf von Disney-Aktien investiert. Die Beteiligung dürfte weiter ausgeweitet werden, und Trian strebt nach einem Sitz im Aufsichtsrat. Heute Abend stehen mit den Quartalszahlen die Aktien von Agilent, Dell und Zoom Video im Fokus. Was den breiten Markt betrifft, warnt Goldman Sachs vor einer Fortsetzung des Bärenmarktes im kommenden Jahr. Anleihen und Cash seien zu favorisieren. Abonniere den Podcast, um keine Folge zu verpassen! __________________________________________________ ► Zur Opening Bell+: https://bit.ly/360obp * ► https://www.instagram.com/kochwallstreet/ ► https://www.facebook.com/markus.koch.newyork ► https://www.youtube.com/user/kochntv ► https://www.markuskoch.de/ *Werbung

Episode # 102 - The Texas Hemp Summit

The Texas Hemp Show

Play Episode Listen Later Nov 4, 2022 60:31

Confirmed speakers are: Keynote with the Texas Department of Agriculture, Sid Miller A legal fireside chat with Lisa Pittman of Pittman Legal and Cameron Field of Michael Best Overview of Texas A&M University Hemp field research with Dr. Russell Jessup And more to be confirmed, so check the website for more details.The event has industry support from: Flex Payment Solutions, Shimadzu, Tejas Hemp, Caprock Family Farms, Sweet Sensi, Drops of Life, Boveda, Agilent, Hemp Industries Association, Hemp Building Ventures, Michael Best, Haus of Jayne, and more who will also be in attendance to meet you and answer your questions in person during the summit.

Interview with Carol Sanford, Author of “The Regenerative Life”

From Embers To Excellence™

Play Episode Listen Later Sep 9, 2022 61:39

Carol Sanford is a consistently recognized thought leader working side by side with Fortune 500 and new economy executive teams, designing and leading systemic business change and design. She is Senior Fellow of Social Innovation, Babson College; Founder, The Regenerative Business Development Community, Change Agent Development community. Her best-selling books have 15 awards, are required reading at leading business and management schools including Harvard, Stanford, Haas Berkeley and MIT. Carol also partners with producing Executive Education through Babson College, Kaospilot in Denmark, University of Washington and The Lewis Institute at Babson. Her books are filled with case stories, from around the worldwide diversity represented. To that end, Carol has been leading regenerative education efforts in both Fortune 500 and new economy businesses for more than 40 years. Her client list includes long-term relationships with Colgate Europe and Africa and DuPont Canada, US, Asia, and Europe. She also works with new-economy companies like Intel, Agilent, and leaders of corporate responsibility such as Seventh Generation, Numi Tea, and Guayaki. Google uses her work as a framework in the Food Innovation Lab. Carol is CEO of Carol Sanford Institute, an education company on building Regenerative Businesses that become non-displaceable in their markets, enduringly. The Carol Sanford Institute is based in the Seattle region of the Puget Sound. She combines her economic development experience with her extensive business education and background using urban systems, psychology and learning practices. Carol has published dozens of works in 10 languages, including a series of articles in Executive Excellence, Stephen Covey's newsletter and At Work, a Berrett-Koehler Journal. She is the author of five books with three publishers. Central to Carol's philosophy and approach is a fresh look at what makes an organization truly regenerative. “It's important to discover your singularity, what enables you to differentiate your business from the crowd,” she says, “and then thinking about how to do business so that communities, societies, and ecology as a whole are improved. These are not separate but interwoven pursuits. It's completely doable, and a conversation worth having.” She holds undergraduate degrees from UC Berkeley in Economics and Public Law and graduate degrees from California State University, San Jose in Urban Planning. To learn more, visit: https://carolsanford.com/ (https://carolsanford.com/) Additionally, you can join Carol in making the world a better place: https://seed-communities.com/ (https://seed-communities.com/)

EPR Podcast Episode 13 – QC spectroscopy compliance – Garry Wright and Julia Griffen, Agilent

European Pharmaceutical Review podcast

Play Episode Listen Later Sep 1, 2022 22:02

Discover the common compliance concerns encountered when using spectroscopy instruments for QC, as well as how to rectify them in this episode with Agilent Technologies. The post EPR Podcast Episode 13 – QC spectroscopy compliance – Garry Wright and Julia Griffen, Agilent appeared first on European Pharmaceutical Review.

discover wright compliance garry qc epr griffen spectroscopy agilent agilent technologies garry wright

Renditen belasten Wall Street. Ergebnisse uneinheitlich.

Play Episode Listen Later Aug 17, 2022 25:04

Anleihen und Aktien gehen getrennte Wege

Impact Podcast with John Shegerian

Play Episode Listen Later Aug 17, 2022 16:33

Vorbörslich schwächer, belastet durch heiße Inflationsdaten aus Großbritannien und steigenden Renditen bei Staatsanleihen in Europa und den USA. US-Notenbanker Kashkari betont, dass Zinssenkungen im kommenden Jahr unwahrscheinlich seien. Citigroup warnt, dass das Risiko einer globalen Rezession weiterhin bei 50% liege. Bei den Ergebnissen sehen wir ein gemischtes Bild. Target enttäuscht auf der Ertragsseite, hält aber an den bereits reduzierten Zielen für das zweite Halbjahr fest. Die Aktie verliert rund 3%. Lowe's kann auf der Ertragsseite die Ziele schlagen, schlittert mit dem Umsatz aber an den Erwartungen vorbei. Die Aktie steigt trotzdem um 1%. Analog Devices meldet robuste Zahlen und Aussichten, mit der Aktie rund 1% schwächer. Agilent legt nach Zahlen 6% zu, mit den Aktien von Krispy Cream nach flauen Ergebnissen 14% schwächer. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Impact with John Shegerian - Agilent's Neil Rees

Play Episode Listen Later Jul 26, 2022 32:19

rees agilent

Creating Methods for Psilocybin Testing with Markus Roggen, PhD