Podcasts about enterprise agility

“It's hard to master, yes, because there's so much value. You need to have the right people to help you disseminate that advice, to apply the right approach to implement it in your organization.” In this episode, Adam has an honest, transparent discussion about Lean Portfolio Management (LPM) with Darren Wilmshurst, managing director, and Ken France, VP enterprise agility practice, both at Cprime. Topics covered in the conversation include the evolution of Agile at scale and the increasing importance of portfolio management as organizations look to connect strategy with execution and move to a product operating model. A look at the results from the State of SAFe Report 2025, which shares data on how organizations are transforming with SAFe and highlights struggles they have with LPM. And Darren's and Ken's insights and advice for achieving mastery in LPM. Like what you hear? Connect with Darren and Ken on LinkedIn. Download the State of SAFe Report here. Explore SAFe courses here.  

BONUS: The Future of Agility, Insights from Industry Research with Simon Powers Is Agile really dead? What does this wide research from industry reveal?  In this detailed, and insightful episode, we explore the current state and future of agility with Simon Powers, founder of The Deeper Change Academy. Simon shares insights from his comprehensive survey conducted between October and December 2024, which included 311 survey responses, 15 case studies, and 8 in-depth interviews with senior leaders. The Current State of Agility The research reveals that while there's been a decline in traditional agile roles and certifications since October 2023, approximately 70% of organizations continue to invest in agile practices and transformations. However, these initiatives are often being rebranded and restructured, moving away from traditional "agile transformation" terminology. "Organizations are still embracing agility and moving forward with change, but what they're doing is that the names they're using are changing. People aren't necessarily being employed as agile coaches, but the agile coaching responsibilities are still required within organizations." Leadership Development and Organizational Structure A critical finding shows that leadership development in many organizations has stalled, creating two distinct organizational patterns: Organizations focused primarily on operational efficiencies, resulting in decreased agility Companies that have embraced coaching as a management tool and invested in leadership development "The culture is very different depending on where you sit. When you're constantly competing against a head count of a developer versus that of a coach, you're less able to take the necessary risks, talk to the right people, do bolder experiments, and have more of an effect within the organization." The Impact of Funding Models The research identified that the funding model for agile initiatives significantly impacts their success. Centrally funded transformation efforts tend to be more successful than those funded through departmental headcount, as they provide greater authority and ability to drive change across the organization. "Where people are hired or paid for within the head count, the overwhelming majority - like 90% of people who are in that position - are reporting that they do not have the authority to actually carry out the roles that they have responsibility for." Collaboration and Remote Work The survey revealed interesting insights about optimal collaboration patterns in the post-pandemic era: The sweet spot for office presence appears to be 2-3 days per week Full remote work can significantly reduce collaboration effectiveness Physical presence remains important for developing leadership skills and team dynamics "Being at home 100% of the time is a big reduction of collaboration and working on things and growing these skill sets that are needed in leadership as well as within the teams." Future Trends and Challenges Looking ahead, the research highlights several key areas that will shape the future of agility: Team structures remain a critical factor in software delivery capability The need for better strategy tools at senior leadership levels The importance of breaking down silos in software development The continued evolution of agile practices to meet increasing complexity "Organizations are going to need to sort out these problems that we've been slowly solving through agility for the last 20 years. We're just going to be continuing on, but what flavor? I don't know." About Simon Powers Simon Powers is the founder of The Deeper Change Academy and author of "Change: A Practitioner's Guide to Enterprise Coaching." With over 20 years of leadership experience, Simon empowers HR leaders and department heads to create thriving, human-centered workplace cultures through tailored coaching, strategic advisory, and transformational programs. You can link with Simon Powers on LinkedIn.

“Architecture should be leading the delivery, not just the parts … And when I say delivery, I don't mean the tech delivery. I mean the overall business product delivery.” This episode explores the evolution of digital transformation and the role of architecture in enabling product-centric thinking and Agile delivery. Adam talks to Ravi Purushothaman, Director, Head of Enterprise Agility, and Logan Daigle, Director of Business Transformation, both with NTT Data. The three dive into topics including the importance of architects leading the delivery process, the challenges of transforming legacy “brownfield” environments versus building new “greenfield” solutions, and the need for a holistic, product-oriented approach. Ravi and Logan also share how they think leaders can best support product-centric thinking in any organization undergoing a digital transformation. Like what you hear? Connect with Ravi and Logan on LinkedIn. Explore SAFe courses here.

Holger Mueller is a Vice President and Principal Analyst at Constellation Research, specializing in the future of work and human capital management. With over three decades in enterprise software, including leadership roles at Northgate Rinsau, SAP, FICO, and Oracle, Holger brings a wealth of industry experience to his analysis. Known for his thought-provoking insights, Holger covers the latest trends in enterprise automation and cloud technologies, often sharing timely updates on his social media. He holds degrees in Information Science, Marketing, International Management, and Chemical Technology from the University of Mannheim and is fluent in six languages.In this conversation, we discuss:Holger's perspective on the rapid evolution of AI in enterprise technology and its impact on the future of work.The transformative role of cloud infrastructure, now hosting the majority of enterprise automation, and its implications for faster adoption cycles.The contrasting approaches to AI regulation, highlighting how some concerns around “ethical AI” stem from companies still lacking AI capabilities.The concept of “enterprise acceleration” and why agility, efficiency, and effectiveness are crucial for modern organizations to thrive.Insights on the ethical considerations in tech, emphasizing the strength of values and ethics over the pitfalls of excessive regulation.How “innovation gravity” shapes industry hotspots like Silicon Valley, driving technology forward and fostering the next wave of advancements.ResourcesSubscribe to the AI & The Future of Work Newsletter: https://aiandwork.beehiiv.com/subscribe Connect with Holger: https://www.linkedin.com/in/holgermueller/ AI fun fact article: https://www.itpro.com/technology/artificial-intelligence/the-ai-hype-cycle-separating-fact-from-fictionOn the Role of AI in Content Creation and Consumption: https://www.buzzsprout.com/520474/episodes/14751184 

Organizations worldwide are creating environmental, social, and governance (ESG) initiatives to demonstrate their commitment to social issues and meet sustainability goals. In today's episode, Odile Moreau, SPCT and strategic and ESG advisor at Scaled Agile, shares how you can use SAFe to achieve those goals. Like what you hear? Connect with Odile on LinkedIn. Explore SAFe courses here.

Welcome to this episode of the Agile Amped Podcast! Today, we delve into the Agile Transformation Journey that began at KFW a few years ago. This journey led to the creation of new networks and a common platform for people to connect and share their experiences. Joining us are Manuela Kühn, an Enterprise Advocate with Atlassian, and Alexander Weinrauter, Product Owner for Jira Align. They'll share insights on what made the first EA Roundtable Event a success. Tune in to discover the logistics and programs that contributed to this event's remarkable achievement.

In this episode of our Agile Amped podcast, we introduce the exciting program planned as a part of the Enterprise Agility Roundtable. Our esteemed speakers, Alexander Birke, Enterprise Agility Coach at Accenture, and Silke Eggert, Head of Lean Portfolio Management & Transformation at Vodafone, along with guests from several prominent German corporate organizations, are here to kick things off. The program begins with an opening keynote from John Smart, founder of Sooner, Safer, and Happier, discussing ‘Optimizing for Outcomes'. The second keynote, part of the Atlassian-Vodafone collaboration, explores how GenAI will enhance workforce efficiency. Tune in to hear how synergies were created through the exchange of best practices, ideas, and stories with other Lean Agile leaders.

In this episode of the Agile Amped Podcast, we delve into the concept of Living Transformation from the book of the same name, and the effects of AI on this approach. Philipp von Bentivegni, Enterprise Agility Coach from Accenture, interviews the book's author, Mario Brückner (Digital & Agile Transformation Executive), who shares intriguing insights. We'll explore how topics like OKRs and key results from the Enterprise Agility Roundtable tie into Living Transformation and contribute to the success of evolving organizations. We'll also emphasize how GenAI influences various areas of work, providing guidelines on its use and revealing how it fosters creativity. Join us as we discuss these internal-driven perceptions and how they pave the way for Living Strategies within organizations.

In this super interesting episode of the Agile Amped Podcast, we explore embracing technology with GenAI as the buzzword in modern work methods. Rekha Priyesh, Enterprise Agility Coach and Atlassian Solution Advisor speaks with Hao Li, Passionate Agilist, iSPCT with extensive experience in scaling agility in an enterprise context. They discuss common antipatterns we see often in enterprise agility and how to overcome these conflicts through experiments and learning. Also, Hao shares valuable insights on the impact of GenAI in the world of business agility. Join us to learn how to enhance efficiency through role-based experimentation.

In this insightful episode of our Agile Amped podcast, we delve into the potential of GenAI to accelerate new ways of working and knowledge sharing. We discover why the foundations of Agility remain crucial for establishing AI effectively. Jonathan Smart, a business agility practitioner, thought leader, coach, and author of the book “Sooner, Safer and Happier” shares his insights with Alex Birke, Enterprise Agility Coach at Accenture, discussing why GenAI is not a silver bullet for cost reduction. He emphasizes what leaders should do to maximize incentives and minimize threats in the minds of their teams. Join us as we explore a holistic approach to change that nurtures humanity, experimentation, and engagement.

Welcome to the final episode of our Agile Amped Podcast. Our esteemed speakers, Alex Birke and Silke Eggert, wrap up the roundtable with great energy, sharing their riveting experiences from the past day. In this episode, we discuss three different workshops that provided participants with valuable learning experiences. We also wrap up with a wish-list of topics that attendees would like to explore in the next Enterprise Agility Roundtable event.

Zara Thurgood on LinkedIn Candace Trapp on LinkedIn 

“I was deeply skeptical [about hybrid training] as an idea. This goes against all I've learned …This is going to be a challenge for me, but I said, “Challenge accepted.” Let's figure out what we need to do.” In this episode, Adam is joined by Carl Starendal and Ola Gedenryd to talk about hybrid training sessions that combine both in-person and online participants. They discuss the challenges and benefits of hybrid training, offering suggestions for the ideal technical setup and providing recommendations for those looking to facilitate their own hybrid training, emphasizing the importance of creating a sense of togetherness and ensuring equal engagement for all participants. Like what you hear? Connect with Carl and Ola on LinkedIn. Explore SAFe courses here.

Featured in ⁠⁠Feedspot's ⁠⁠⁠Top 10 Insurance Podcasts⁠⁠⁠⁠⁠, Kanopi's latest podcast series 'Building tomorrow's insurer'  explores the intersection of InsurTech and digital disruption in the insurance industry. Join host and CEO of Kanopi, Nigel Fellowes-Freeman as he interviews industry leaders and unpacks the latest trends shaping the future of insurance. In this insightful episode, Nigel sits down with Shirin Danesh - Head of Enterprise Agility at Bendigo Bank and Amazon bestselling author of "Level Up: From Unseen to Sought-After." Shirin brings her extensive experience in driving agile transformation across sectors like banking, insurance, and technology. The conversation delves deep into cultivating the right corporate culture for fostering innovation within large enterprises. Shirin shares her perspectives on the evolution of customer-centric and employee-first mindsets that are shaping modern organizations. With real-world examples and thought-provoking anecdotes, Shirin unpacks the key pillars for successful culture transformation - from empowering decision-making to effective communication across diverse teams. She also offers insights into overcoming resistance to change and creating environments that support continuous learning. If you're keen to gain valuable lessons on building community-driven, future-focused organizations primed for sustainable growth, this engaging discussion with the insightful Shirin Danesh is not to be missed.

In this special episode, as part of our book launch "A Practitioner's guide to Enterprise Agility", we had a panel discussion on Enterprise agility. As part of this panel Sivaguru was in conversation with 3 eminent guest from IT industry, Ramkumar Venkatesan, CTO Cashfree payments, Vandana Malaiya, Partner Semcostyle and S Gopalan, MD Global automation Pvt Ltd. Listen to this episode to know what were the views on enterprise agility of our guests .Hope you enjoy the episode!

There was a request to talk about how Agile can be used to do EA. I have talked about Enterprise Agility in the past, but this is different. This is using Agile sprints for EA. This topic is going to be a multi-part / multi-episode. In this episode I only cover Agile fundamentals. ------------------------------------------------------------- YouTube: https://YouTube.com/@EnterpriseArchitectureRadio LinkedIn: https://www.linkedin.com/in/nilotpaldas/  Twitter: @EntArchRadio Email: nilotpaldas@hotmail.com Telegram Group: https://t.me/EnterpriseArchitectureRadio  Music: Music by tobylane from Pixabay

Natalia Baryshnikova is GM of Enterprise Agility at Atlassian. Prior to that she was Head of Products at SmartRecruiters. In this episode, Natalia shares her highly useful insights from her career journey. We dive into topics such as resume tips, cover letters, career growth, and driving alignment.

Bio   Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics.   Interview Highlights    04:15 Interrogating KGB agents 06:00 Now that I see it – overcoming failed deliveries 07:15 Agile ways of working 09:00 Meeting teams where they are at 11:50 AgilityHealth 14:10 Business Agility vs Enterprise Agility 17:30 Establishing a Strategy  21:25 Driving Strategy forward   Social Media   LinkedIn: linkedin.com/in/bryantew Twitter: @B2Agile Email: bryan@agilityhealthradar.com Website: www.agilityhealthradar.com  Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku  Hi everyone, my guest for this episode, actually, we're going to have a two part episode, is Bryan Tew. Bryan is a seasoned Enterprise Transformation Strategist, a coach and a trainer that specialises in the practical implementation of business agility practices within all types of organisations. I first came across Bryan when I did the Agility Health Enterprise Business Agility Strategist Course. I was mind boggled, my mind opened to possibilities, and I thought this is someone I would really like to speak with. In this episode, Bryan and I, for part one anyway, we talk about overcoming failed deliveries, or overcoming failed transformations, the importance of meeting teams where they're at. We also looked at the term Business Agility versus Enterprise Agility and Bryan explained his view on what that is all about. We also talked about strategy and how to establish that and drive that forward. I hope you enjoy listening to Bryan Tew's episode, as much as I enjoyed having this conversation and recording it with him. So part one, Bryan Tew. So I have with me Bryan Tew, who is a seasoned Business Agility Strategist, coach, trainer extraordinaire. He is just an all-round awesome expert in the Business Enterprise Agility space, and he works with AgilityHealth. Bryan, thank you so much for making time out of your busy schedule to have this conversation with me as my guest on the Agile Innovation Leaders podcast.   Bryan Tew   It's my pleasure. Thanks for having me on, Ula.   Ula Ojiaku   Awesome. Thank you again. So, growing up, can you tell us a bit about your experience, your background, and how you wound up to where you are today?   Bryan Tew Sure, absolutely! So I grew up in the state of Utah, in the United States. It's a wonderful area, there's lots of mountains, and many outdoor things to do, so I love the outdoors. I grew up skiing and snowboarding and playing outside, hiking, I do a lot of canyoneering and rock climbing and all kinds of outdoors, sometimes extreme sports, I just love those kinds of things, it helps me connect with nature. I had a great growing up, great schooling, but I'll tell you the thing that really changed my life, what's most influential for me is when I was 19 years old, I decided to serve a two year mission for my church, and I was called to St. Petersburg, Russia. You don't get to choose where to go, and that was actually a very interesting area for me. As you can imagine, this was in the early nineties, so a lot of different things changing in that area. And I had the most amazing experience, you know, two years where I wasn't focused on myself at all. It was all about serving others, and we would do things from helping kids in just these terrible orphanages, helping people on the streets, working with youth to try to help change their lives, teaching about God, helping families, it was just such an amazing experience and that really changed me and made me into a person that really was not so much about me, and kind of the selfish environment that we typically are in, but more about what can I do to maybe better myself so I can help others, and that was phenomenal. Now, as part of that, you know, obviously I was able to speak Russian every day, every day, all day, and so I became pretty fluent in the Russian language. And so following my mission, I came back, and as part of my schooling, I decided to use that, and I, just as a part-time National Guardsman, I joined the US Military Intelligence as an interrogator. So I actually was able to use my language to interrogate former KGB agents, Russian scientists, you know, different things to get information, and that was tremendous. And that just helped me through school. I didn't do a lot with that other than, you know, those six years where I was in the Guard. But that was a really influential time as well, and you know, as it came time for a real career, I actually started out in Washington DC, that's where my wife and I, after we were married, we moved there. She was working in congress, as a staffer, and so I started working for a lobbying firm, and that was really cool, you know, in fact, my interrogation skills helped a lot. Ula Ojiaku I can imagine. Bryan Tew Right? But you know, the reality is that it's a sleazy industry, and we saw some things, even just day to day, some things that I just didn't approve of. So I knew that that wasn't going to be a career for me. So, I actually decided to pursue an MBA, a Master's in Business (Administration), and we moved back to the state of Utah where I went to BYU for a Master's degree. And we thought, you know, while we're having our first child, it'd be nice to be close to grandparents. We just loved it back being home, so we've actually been there ever since. And from there, after my Master's degree, I actually started my technology career, that's where I became a Project Manager at Novell, which does infrastructure and networking software… Had a great experience there working waterfall projects. But the problem was we had many failed deliveries. And I remember hearing sometimes these five little words that I've come to dread, which is now that I see it, and maybe you've heard those words, maybe audience you've heard or maybe even said those words, right, usually something bad follows like, now that I see it, I don't think you understood my requirements. Or now that I see it, we have to go back and really fix a lot of things, or now that I see it, we completely missed the boat. And we had some of those experiences. And so it was multiple projects later where we were working on an enterprise service bus and my team had a real need for some expert consulting help. So we had this great gentleman from Australia, can't even remember his name, but he had some expertise in that area, but he also had some ideas on our broken process. So he would talk to our team and he said, you know, because this is such a large and complex project, I recommend that every day, let's just come together as a team, we can invite any of our key stakeholders who want to be part of it, but let's just stand up and talk about who's working on what and what our daily needs are, and how we can resolve some of these dependencies and just try to get on the same page as far as a daily plan. So we started doing that. He didn't call it a daily Standup or anything, it's just, this is something that can work. And so that was helping us for sure. He also said, you know, because we need to be on the same page as a team, I suggest that every couple of weeks or so, let's get together and let's talk about what's working and what's not working and what we can do to improve maybe the next couple of weeks. And again, that was just a really, just great idea to get us starting to think more collaboratively as a team. And he said, you know, because this is such a complex project with lots of moving parts and lots of different stakeholders, let's actually bring them all together. Let's try to help them understand and collectively build out a vision for where this is going. Let's think about how, what some of those customer needs are, and let's start to build a backlog of prioritised work that they can engage with us on. And let's start to deliver that maybe every couple of weeks to show our progress. I mean, as you can tell, just bringing in some of these Agile concepts without calling it a certain methodology. I mean, this was back in 2002, I didn't know anything about the Agile Manifesto at the time. He just said these are some practices that can work. Now having gone through that project, implementing some of those ideas, we just thought, wow, this is such a better way to work. And that's when I started to really start researching, what is this called? What is this all about? And so I got a little bit of agile experience there, and it just so happened that at the time in this area in Utah, we call this area the Silicon Slopes, because it's kind of like Silicon Valley in terms of technical experts here, lots of great developers and that understanding. So there were a lot of technical firms and there was one organisation that was actually looking for some Agile help, so this was about 2005 now, and I was one of the only ones that had Agile experience. And so I was hired on to help lead some of the effort there, and it was tremendous. In fact, I loved going from team to team, helping to introduce Agile concepts and kind of looking at a strategy. We had some software teams, and this was at ancestry.com, but we had software teams and operations teams and all kinds of different types of teams. And that's when I realised that, you know, there are so many different methods and what works for one team may not work for another. And so we have to be very particular about what kind of work do you do? What kind of customers do you have? What type of team are you? And then the methods will fit what you're trying to accomplish from an outcomes perspective. And that was super exciting to me, to implement Scrum for some teams and then others, you know, we had some Kanban methods and maybe a blend with Scrumban. That was exciting. Ula Ojiaku On that point in terms of, you know, what works for one team might not necessarily work exactly, and the fact that you're taking the time to understand their context, their work, what are outcomes they're trying to achieve, and then help them navigate, you know, find the best practice that would help them and processes that would help them get to where they're going to. Did you find out, I mean, that maybe some teams, they might start with a practice and then later on that practice doesn't necessarily work for them and they'll change? Bryan Tew Over the years I found that there are certain agility practices that can work for any kind of team. And at the time I didn't know that, and so we would start them on certain things, you know, let's try at least to prioritise your work or let's try to just put your work in some kind of visual place where you can see how it's moving. Like, just simple things like that. Let's try to think about what your vision is from your customer's perspective and which later became more of an outcome-driven approach. But at the time we knew nothing about this, this was very new. And so we would try certain things, but one thing that I heard over and over was, for instance, like an infrastructure team. An operations team, a support team, like we're not software, so don't try to force fit what they're doing with us. And we still hear that today, don't we? And so just understanding, okay, let's learn about what you do day to day. How does your work flow? What do you focus on each day? And how much of your work is rapid response work? How much of your work is more around projects that you can plan out? And then based on that, that's where we can recommend certain practices. So that was super-exciting and we get a lot of success from that. And to this day I continue to recommend to leaders, if you have different types of teams that are unique or do different work than maybe your traditional Scrum teams, listen to them, don't force fit things that will potentially not work or potentially make them very cynical about the process. Listen first, and meet them where they are. And it just so happened that, you know, after a while, that kind of work was, is super exciting, but now that we were all agile and kind of moving that in that direction, like, well, now I need more, right? And that's when I started consulting. And so I was lucky to have joined Steve Davis with Davisbase. I was, in fact, it was just he and I for a while, and we did some training, we did a little bit of coaching and we started to build that business, and that's where I started traveling all around doing training classes, and it was just really fun, just such a fun time early on. This was about 2008, 2009, and very exciting. After a while I realised that, you know, our goals weren't exactly aligned and I was starting to look at, you know, maybe I just form my own company and start working through things. And it was right around Christmas time. In fact, it was like right after Christmas, and I just got this LinkedIn message out of the blue. And it was from Sally Elatta, who was just starting up a company herself called Agile Transformation, and she said, you know, you come recommended, I'm looking for a partner to start to build this business. And it just was such a perfect time for me as I was looking for, you know, how do we actually build transformations? How do we help organisations from start to finish instead of just doing quick hit training classes? And so she and I hit it off right away and I started working with her back in about 2011 and, you know, it's been just a match made in heaven, I've been working with her ever since. It was about, a few years later when we realised it's more than just transformation work, it's more than just training and coaching. We had a lot of organisations, especially leaders, asking us questions like, how do I know that this transformation is working? How do I know the ROI of the work that we're doing? How do I know how my teams are doing? How do I even know if they're better than when they were doing waterfall? We were trying to do some different flow charts to look at how teams were producing, but it was just not sustainable, it wasn't scalable, and it wasn't answering the right questions. And so that's where Sally's ingenuity to build the AgilityHealth platform came into play and really, we did it for our own clients, but what we found out is this is much bigger than us, so that's when we actually changed our name to AgilityHealth, and since then we've been more of an enablement company, really helping not only our clients, but partners and anyone who's interested in the enablement services that we provide, which include kind of the health and measurement platform and the outcomes dashboard and so forth. But also our Business Agility services. Ula Ojiaku Oh, wow! That's an inspiring story and it's just amazing how things seem to have aligned, hindsight is 20-20, isn't it? And you've nicely segued into, you know, one of the topics we were to discuss, which is Enterprise Agility versus Business Agility. Are they one and the same, or are there differences to the terms? Bryan Tew Well, although there are similarities, they're actually very different things and I'll try my best to describe this, but first of all, Business Agility is really the ability to adapt to change, to be able to learn and pivot as you see disruption. And that's really important to understand, because that can apply at any level in an organisation. I can have one division, or even a single release train, or even team that are adopting some of those practices, and so that would include things like customer centricity and your lean portfolio management and a focus on outcomes and how we prioritise, and our organisational design, and all those different practices, right, which are super important. But that can be done in a small scale, that can be done in a single group or division. When I think about enterprise agility, that's where we're actually applying those practices and those concepts and mindsets to the entire enterprise. That's where you get to see true flow from an outcomes perspective at a company level and where all different leaders are talking the same language. They're collaborating well together, they have the same outcomes, we know what we're trying to accomplish from a vision and purpose perspective. And you can't do that when you're just looking at many moving parts that are all doing their own thing. Now I will also say that when I talk to leaders, I like them to think of business agility as agile for leaders. I mean, we know a lot about Agile for teams, and certainly the support that is needed from leaders, but business agility is what leaders have to own, and their job is to provide the right environment so that teams can actually be successful and provide the most valuable work to customers. Ula Ojiaku And what are those sorts of things that leaders can do? Because what I'm getting from you is there are some things that they would need to influence or change in the environment, what sort of things? Bryan Tew Well I'll kind of frame it this way because you're familiar with our Enterprise Business Agility Strategy model, and I'll just kind of talk about a couple of points from there, because this is what we share with leaders, this is what you need to own. So for instance, how do we take a more customer-focused strategy? And that's where we build in a process for how we can validate that we're actually solving the right customer problems. So leaders, you need to engage your product people, your marketing people, your support people, those who are hearing customer problems and understanding how do we validate that we're solving the right ones? Not just guessing, not just hearing from those who think they know, but actually validating that. And that's where many of the practices around journey mapping and so forth can come in. But then the second part is, how do we validate then that we're actually solving those problems the right way? I mean, if you're solving the right problem, but you have a terrible solution or a solution that doesn't really fit the need, then you're still not winning. So that's where discovery work, and there's so many great approaches now on how to do discovery, which is part of that whole customer solution, okay. So, leaders can help drive that. But then of course there's the lean portfolio management side. How do we establish a strategy? And if there's one thing that I would have leaders start with, it's you need to define and get aligned with your fellow leaders on what your strategy is, and that's an enterprise strategy, but also a division, or portfolio strategy. We need to make sure that that is not only clear, but then the second part of that is how do you communicate that strategy to your people? Not just through a chain of command, but through specifically clarifying what the strategy means and how that applies to each of your groups that are working to move forward on your strategy. So that's really important. And I would say part of that is to build an outcome-based strategy. So we like to use OKRs to do that, and, you know, the way that we suggest building OKRs is a little bit different, where you actually have a hypothesis statement that ties together what you expect to do and the outcomes you expect achieve, and then the key results can help you really measure that. So that's the thing that we ask leaders to do, and not just, give that to your people to try to accomplish, or to try to do for you, but actually think about what are our enterprise and maybe longer term, like three year OKRs, and then from there, how do you align the work there? How do you align the outputs, the projects, the initiatives to your outcomes, and break that down into the prioritised items that you need your groups to own. Like that is something that the teams can't do for themselves, they can guess, but they'll probably get it wrong when it comes to actually looking at strategy. So those are all things that happen. And then one of the things we'll certainly get into is funding models. You've got to be thinking about how do you fund your work? And I know that that's what we call an elephant in the business agility room, because it's hard to talk about. And it's something that's not just a thing that you implement on your first day of moving to business agility, but it needs to be discussed early on, to start getting the balls rolling. So we'll talk through that. And then your org structure and your design of your teams, like that's something that leaders have to own, what is the optimal org structure? Do we look at value streams? What kind of value streams? Is it product focused? Is it journey focused? Is it more around your capabilities? Like, that matters because that's how you start to bring the right people to work together. And then of course, your leadership and culture, you know, you need to be thinking about the culture transformation along with any kind of agile or business agility transformation. So, all of those things are what leaders should be thinking about, including their technology agility, like, how are we potentially providing the right technical environment, and tools and systems, and everything else we need that might need to be modernised, or maybe looking at digital transformation work to support our teams actually providing the best products to our customers. Ula Ojiaku That's amazing. So there are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives that we're trying to accomplish from a financial perspective, or customer goals, or people goals, whatever it is, but now there's something that we can connect to as a foundation. So those senior leaders, although they can provide support and help, typically now it's your portfolio leaders that are taking the lead on building their OKRs that are aligned, and then down to maybe your program or train or whatever level you'd call it, what those OKRs will look like, all the way down to where every single team, which in reality, every single person in the organisation, sees how they fit in driving strategy. Ula Ojiaku That was a very, very insightful conversation with Bryan, and this is only part one. In part two of my conversation, Bryan gets to talk about aligning OKRs, that's Objectives and Key Results, the ten elephants in the business agility room, what are those? And the importance for leaders to take the driver's seat in cultural changes and many other things as well. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.

It takes a lot of guts to change directions in your career, especially if the path you're looking for doesn't really look like the one you came from. So if you've been thinking of moving into product management from a less "technical" field, or you're a hiring manager working with these kinds of applicants, you'll find this conversation fascinating.In this episode, Hannah Clark is joined by Natalia Baryshnikova—GM & Head of Enterprise Agility at Atlassian—to talk about her own atypical career path and how it's helped her weave principles from the art world into her work—first as a product manager, and now as a leader.

In today's episode, Mauricio Gambini, enterprise Agile coach from Enterprise Agility, offers his eight suggestions to start coaching on a well-established ART to help facilitate continued growth and improvement.  

As a follow up to their recent webinar - Psychological Safety for Effective Facilitation and Better Team Interactions, Patricia Kong, Product Owner of Enterprise Agility and Professional Scrum Trainers Andy Hiles and Ravi Verma, reconvene to discuss the importance of fostering psychological safety and trust on Scrum Teams based on their own experiences.

“I see OKRs as something that is probably overhyped. For me, however, it is most important that organizations understand the principles and the rational behind OKRs. What is really meant by that and not only the grammar but really the thinking and the value that comes by Outcomes.” - Dr. Erik Lenhard With today's guest Dr. Erik Lenhard we talk about the 3 dimensions of agile transformation: New structures, New ways of working and New ways of decision making. He shares why the principles of agile working are becoming even more important and why they need to be demystified. Agile transformations do not only take time and require new leadership approaches, but above all entail a cultural change. We also discuss why it is non-negotiable to define the “WHY” for a successful transformation. Leaders need to make sure why a change is necessary, how the Outcome of the change is going to be measured and where the journey leads the organization. At the same time, not only leaders need to communicate and lead the change, but need to change their leadership styles as well. A survey conducted by BCG with over 10.000 managers states that 67% are not happy with their decision power. Dr. Erik Lenhard is Partner and Director in the Munich Office of the Boston Consulting Group (BCG), member of the Technology Advantage and part of the leadership team for the Global and European Agile and Software business. Together with a colleague he is leading BCG's Agile at Scale business in Europe, having supported more than 25 organizations across industries in their agile journey. He joined BCG in 2012 and has more than 15 years experience in agile methods, large scale agile transformation and major aspects related to Enterprise Agility. Prior to working at BCG, Erik was heading the Management Information Department at Kabel Deutschland and worked as Manager at Solon Management Consulting. He earned a PhD in National Economics and a Diploma in Business Computer Science from the Technical University of Darmstadt and the London School of Economics. Moreover, he is a certified Scrum Master, Product Owner, Agile Coach as well as SAFe certified. Where to find Erik: LinkedIn BCG Where to find Johannes: LinkedIn Resources mentioned on the show: Books - When more is not better by Roger L. Martin Podcast - Digi Kitchen Podcast Article - Implementing Enterprise Agility for Artificial Intelligence by Erik Lenhard This Podcast is a product by Workpath.

In the latest episode of the Scrum.org Community Podcast, Patricia Kong, Product Owner of Enterprise Agility guest hosts and is joined by Professional Scrum Trainer Todd Miller to answer open questions from their recent Scrum Pulse Webcast  Engaging Stakeholders and Management with Evidence-Based Management. This discussion is focused around EBM, Agile Measurement and how to work with stakeholders and managers who are skeptical.

Introducing enterprise agility in the company requires a new level of transparency and end-to-end tool support. As a software provider, Atlassian provides its customers with tools such as Jira Align to enable transparency even driven by numbers. What is Jira Align and why does it fit into an Enterprise Agility world? Stephan Müller is Sr. Enterprise Solutions Advocate in the area of Jira Service Management and is responsible for IT and Enterprise Service Management projects for major customers and global accounts.  As a guest of Patrick Rudloff, he talks about the role of Enterprise Agility at Atlassian and what role Jira Align plays here. He also looks at the role of enterprise service management in the context of enterprise agility and gives us an idea of what companies can expect in the future.

Are your employees captivated by a connection to the purpose of their efforts? Or do they feel more like captives, constrained by a lack of mission and empowerment? Insights from BCG's survey of 11,500 workers undergoing Agile transformation demonstrate how the principles and practices of Enterprise Agility can create a captivating organization.This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

Are you sitting comfortably? Agile Storytime brings new ways of working to life through informative, insightful and inspiring tales. Join David Ritter, BCG partner and director, in stories that will deepen your understanding of Agile, give you new ways to think about and express core Agile principles, and add tools to your toolbox to make your work with your teams and clients even more impactful.This podcast is from Boston Consulting Group. For more information on Enterprise Agility, visit https://on.bcg.com/agileThis podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

In the SD Times "What the Dev?" podcast this week, editor-in-chief David Rubinstein discusses how Atlassian looks at value stream management (VSM) and how it offers companies a great way to get their VSM in order through their JIRA Align product. Joining him is Natalia Baryshnikova, the VP of Product and General Manager of Atlassian's Enterprise Agility business unit.

Key things discussed The connection between business agility and OKRs in private equity The role of OKRs in alignment and focus within an organization The principles shared by various frameworks such as OKRs, Scrum, and SAFe The importance of understanding and implementing frameworks effectively The benefits of dynamic team organization and shuffling based on OKRs The value of discussing outcomes rather than specifying outputs and having conversations about OKRs The dangers of chasing the next shiny thing without fully understanding and implementing it The connection between agile principles and OKR success The role of transparency, collaboration, and psychological safety in creating a successful environment for progress and continuous improvement The challenges and opportunities in improving work environments and creating meaningful progress in organizations. Show Notes [03:04] Yuval walks us through his background in IT and product development and begins using agile practices in his work. After moving to the US in 2015, he started consulting and coaching different types of organizations and began incorporating OKRs into his work with agile processes and helping organizations improve their use of OKRs. [04:33] Yuval walks us through his experience in private equity The role of OKRs and business agility in private equity The investment hypothesis How to apply agility to the process of finding the right way to reshape your go-to-market strategy [09:03] Yuval dives deep on when OKRs are not applicable [11:03] Yuval shares his insights and examples of best applications of OKRsOKRs are an alignment framework [12:43] A look at how Prezi, a presentation software, and their OKR-friendly way of managing the work in their organization [14:47] A look at the different frameworks (OKR, Scrum, SAFe) [16:03] The pitfalls of not getting the value or understanding the different frameworksHow organizations struggle to get value out of OKRs [19:41] High-level overview of Ron Jeffries and Scrum One of the three founders of the Extreme Programming software development and The Agile Manifesto Ron Jeffries' article: “We Tried Baseball and It Didn't Work” [20:35] What makes Scrum great? A relatively simple and lightweight framework that's really laser focused on achieving empiricism The structure of Scrum and how it can be used to develop the business How to create a rhythm of making progress in an environmental uncertainty with Scrum [28:06] Scrum became popular and spread quickly Many people using Scrum did not fully understand the principles and applied it with traditional project management approaches These people saw Scrum as a template rather than a continuous improvement process This led to the development of "Scrum Theater" or "Zombie Scrum" where people were just going through the motions of Scrum without fully understanding and implementing its principles When an approach becomes too popular, the knowledge about it becomes thinned out and there are more people who are just following it because it is popular, leading to more haters of the approach [33:31] Yuval discusses how OKRs should be used for goal alignment and focus on outcomes, in conjunction with evidence-based management. He stresses the importance of empiricism and empowering teams to achieve outcomes. [37:06] Yuval is discussing the concept of empowerment in agile processes and how it leads to better solutions and motivated employees. He emphasizes the importance of providing teams with the necessary knowledge and expertise and allowing them the autonomy to come up with and execute experiments within certain constraints. He also discusses the role of frequent feedback and access to leadership in empowering teams. [42:06] Jenny and Yuval are discussing how empowering teams to achieve a specific goal can lead to innovative solutions and improved business performance. The importance of empowering teams to achieve goals and the motivation and effectiveness of empowered teams The role of constraints in providing direction for teams while still allowing for flexibility and creativity The value of fast feedback loops and cross-functional collaboration in achieving outcomes The dangers of micromanaging and a lack of safety in communication The concept of "scheduled chicken" in which multiple groups work towards a deadline without being transparent about issues or challenges. The use of OKRs to align organizations around goals and focus on outcomes The benefits of using empiricism and focusing on outcomes rather than activities The concept of evidence-based management, which involves continuously evaluating progress and adjusting course as needed [46:25] Quick Fire Questions for Yuval: What's your Dream with a Deadline? Yuval's goal is to help organizations create environments that allow people to have an impact on work processes and to provide more case studies on this topic in the next few years. Can you share an example of a meaty strategy execution challenge, and how did they overcome it? Relevant links: Prezi's product development approach Ron Jeffries, one of the three founders of the Extreme Programming software development Fixing OKR Theater Using Agile/Scrum Principles Ron Jeffries' article on Scrum: “We Tried Baseball and It Didn't Work” Scrum.org Evidence-Based Management Guide Yuval Yeret's article on OKR Theater and OKRs in Name Only  Zombie Scrum, an article by Barry Overeem on Scrum.org "Fixing your OKRs”, an article by Yuval Yeret About Our Guest:Yuval Yeret is an expert on agile methodologies and OKRs, with experience in coaching and consulting a variety of organizations on their agility journey. With a background in IT and product development, he has helped businesses improve value and profitability through private equity deals and digital transformations.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

An expert crew from Scaled Agile, Atlassian, and Accenture gathered at the 2022 SAFe Summit to discuss brand new SAFe guidance and the evolution of enterprise agility. Deema Dajani (SAFe Fellow & Product Manager at Scaled Agile, Inc.), Tracey Nott-Seward (Managing Director - Global Talent & Organization/Human Potential at Accenture), and John May (Principal Solutions Architect at Atlassian) joined host Alexis Williams (Global Head of Strategic Alliances at Atlassian) for a conversation that covered multiple industry hot topics, including: The latest SAFe® guidance on flow accelerators, Lean Portfolio Management, value streams, new releases, and more 2023 trends (and beyond) driving agile transformations Common misconceptions about enterprise agility Best practices and real-world strategies for engaging executives in the agility journey Hear first-hand accounts from Tracey, Deema, and John on how to embrace agility and overcome common obstacles during the transformation process.

An expert crew from Scaled Agile, Atlassian, and Accenture gathered at the 2022 SAFe Summit to discuss brand new SAFe guidance and the evolution of enterprise agility. Deema Dajani (SAFe Fellow & Product Manager at Scaled Agile, Inc.), Tracey Nott-Seward (Managing Director - Global Talent & Organization/Human Potential at Accenture), and John May (Principal Solutions Architect at Atlassian) joined host Alexis Williams (Global Head of Strategic Alliances at Atlassian) for a conversation that covered multiple industry hot topics, including: The latest SAFe® guidance on flow accelerators, Lean Portfolio Management, value streams, new releases, and more 2023 trends (and beyond) driving agile transformations Common misconceptions about enterprise agility Best practices and real-world strategies for engaging executives in the agility journey Hear first-hand accounts from Tracey, Deema, and John on how to embrace agility and overcome common obstacles during the transformation process.

This week, Dan Neumann is joined by Patricia Kong in today's episode. Patricia is the Product Owner, Enterprise Agility, and Learning Enablement for Scrum.Org.   In this episode, Dan and Patricia are exploring a new training class Scrum is offering called Professional Scrum Facilitation Skills Training which is directed not just to Scrum Masters but for all levels including all leaders and Team members too.   Key Takeaways What is Learning Enablement? It is the place to improve your profile and skills by learning from the experiences of the individuals who are actually doing the work. Learning enablement is directed at people who are really looking to develop people and Teams, specifically improving some of their own skills so they can help others. What is the Professional Scrum Facilitation Skills Training about? Professional Scrum Facilitation Skills is an interactive course designed to help Scrum practitioners develop a facilitator's mindset and proficiency in facilitation skills, and learn when and how to select effective techniques for various circumstances. This class takes all real-life scenarios to help Scrum Masters facilitate the solutions that Teams need to get to agreements. This course includes the five principles for facilitation. The target of this course is for individuals on a Scrum Team but it could be great also for people in management roles. The training takes one day (equivalent to 8 hours) which includes some in-person and some virtual experiences. The matter of meetings... Most leaders think their meetings are great (when they are not). The purpose of the meeting needs to be clear, and the meeting should be avoided if the content could be in an email or a video. Facilitation skills are useful when nobody is providing feedback or they don't even show up to the meeting. Conflict isn't bad! If you are in a creative space, there will be conflict, since different members will come up with different ideas.   Mentioned in this Episode: Scrum.Org Professional Scrum Facilitation Skills™   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Cameron Van Orman is the Chief Strategy and Marketing Officer at Planview, a global leader in strategic portfolio management and enterprise agile planning.Agile has undergone quite a transformation in recent years, going from a purely IT function to now being implemented to some extend in a majority of industries and companies. In this episode,  we discuss how enterprise agility, as well as the ways in which businesses implement it, has been changing over the past few years and what the currently dominant trends are. We bust the myth of agile not relying on any planning, and we take a closer look at value stream management as well as objectives and key results.Links & mentions:planview.com

659: In this interview, we feature a panel discussion with Raghu Sagi, Chief Information Officer of Inspire Brands, and Onyeka Nchege, Chief Information Officer of Novant Health, on the topic of how talent and culture enable enterprise agility. Both Raghu and Onyeka share remarkable stories of how the culture of their respective companies takes inspiration from constituents and members of their ecosystems, bringing the company values closer to the customers they serve. Onyeka discusses how these ecosystems influence culture and innovation. Raghu shares an impressive anecdote about evolving the in-person model of their restaurants during the early days of the COVID-19 pandemic.

659: In this interview, we feature a panel discussion with Raghu Sagi, Chief Information Officer of Inspire Brands, and Onyeka Nchege, Chief Information Officer of Novant Health, on the topic of how talent and culture enable enterprise agility. Both Raghu and Onyeka share remarkable stories of how the culture of their respective companies takes inspiration from constituents and members of their ecosystems, bringing the company values closer to the customers they serve. Onyeka discusses how these ecosystems influence culture and innovation. Raghu shares an impressive anecdote about evolving the in-person model of their restaurants during the early days of the COVID-19 pandemic.

In the book The Journey to Enterprise Agility - Systems Thinking and Organizational Legacy, Daryl Kulak and Hong Li focus on the disconnection that often occurs between various parts of the enterprise and how that creates challenges during Agile adoption. Taking a systems thinking approach, Kulak and Li make the case for re-orienting the enterprise in a way that is better suited to an agile way of working. A big part of this is taking a more human-centric view and valuing the contribution individuals bring to this difficult journey. In this interview, the two authors share stories about their experiences working with organizations that are on the journey towards agility and explain how this shift in approach works, why so many organizations fail at adopting agile, and how the changes they recommend impacts the way we think and work with people at all levels of the enterprise. If you'd like to check out the book: The Journey to Enterprise Agility - Systems Thinking and Organizational Legacy https://amzn.to/3po4PGS Contacting Daryl Kulak LinkedIn: https://www.linkedin.com/in/darylkulak/ Email: daryl.kulak@protonmail.com Twitter: https://twitter.com/darylkulak Contacting Hong Li LinkedIn https://www.linkedin.com/in/honghli/ Email: hli66.2011@gmail.com

Participação de: André Andreazzi, Digital Expert Associate Partner da McKinsey em São Paulo Francesco Di Marcello, Sócio da McKinsey em São Paulo

Welcome to #TAWMP episode number 15! In this episode,

In this episode, our crew get to talk to Sunil Mundra. Author of Enterprise Agility: Being Agile in a Changing World and talk about Complex Adaptive Systems and the education system that prepares leaders for Stable companies, not the ones we need in the future who can sense and adapt to challenges. Ricardo, Ras and Ian can be found on LInkedIn Sunil Mundra's book is https://www.amazon.co.uk/Enterprise-Agility-Being-Agile-Changing/dp/B07T8KF7NT/ref=sr_1_1?dchild=1&keywords=sunil+mundra&qid=1630009909&sr=8-1 Ian's courses can be found at https://ianbannercourses.carrd.co/

In this episode, AXELOS' Allan Thomson and Ruth Murray-Webster, Lead Editor of the MSP 5th edition, discuss the recent MSP update and how the new edition covers the most common challenges that organizations encounter when leading investments in change. They also talk about optimal programme design and Enterprise Agility.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice

Not all problems are created equal, says Sunil Mundra, Principal Consultant at ThoughtWorks and author of Enterprise Agility. In this episode, Sunil explores the fundamental difference between "complex" and "complicated" problems (think hand surgery vs. changing a tire) and offers tips on how to shorten feedback cycles and expand risk tolerance given today's uncertainties.

No one likes being in a chaotic business situation, but often it's unavoidable. Discover why the "longer path is the shortest in the long run", and the presence required of leaders who want to inspire their teams and enterprises.In episode 14 of Agile Leaders Conversations, hear Frederic Ducros, a veteran in the digital transformation space. Frederic played the role of Chief Transformation Officer in AirAsia, spent more than 15 years in consulting firms, and spoke at the Business Agility Conference in New York. Hear Fred share how leaders should approach transformation by looking at tasks vs people with a different paradigm, riding the curve of maturity, and the importance of having mindful conversations with people so that organizations can transform successfully. Get 8 Paradoxes of Leadership Agility at acesence.com/agility-bookWant to learn more about leadership agility with Chuen Chuen? Follow these steps:1. SUBSCRIBE TO THIS CHANNEL2. SUBSCRIBE TO THE FREE NEWSLETTER – Get high-impact insights you can use immediatelyhttps://acesence.com/laf-subscribe3. SAY HI TO CHUEN CHUEN ON SOCIAL MEDIA:Facebook: http://www.facebook.com/ACESENCEwithYeoChuenChuenLinkedIn: https://www.linkedin.com/in/chuen-chuen-yeoVisit ACESENCE.com for more agile leadership development programs.4. TELL ME WHAT YOU WANT:Tell me in the comments if you liked this podcast and what other topics you would like to hear.

Most organizations want to improve performance, but few succeed. In fact, research has shown that most transformations fail. Common reasons are a lack of leadership commitment, unrealistic goals, and resistance from employees. To succeed in your business transformation, you need a different strategy.In episode 13 of Agile Leaders Conversations, hear Fadly Rasyad share his insights after being in the agile transformation for over 20 years. Discover the reason why most transformations fail and how to achieve a different outcome. As a seasons DevOps consultant and Enterprise Agile Coach, Fadly offers insider knowledge and hands-on wisdom that will be valuable to any business considering a transformation. We also discuss how leaders should and should not regard 'people.'Get 8 Paradoxes of Leadership Agility at acesence.com/agility-bookWant to learn more about leadership agility with Chuen Chuen? Follow these steps:1. SUBSCRIBE TO THIS CHANNEL2. SUBSCRIBE TO THE FREE NEWSLETTER – Get high-impact insights you can use immediatelyhttps://acesence.com/laf-subscribe3. SAY HI TO CHUEN CHUEN ON SOCIAL MEDIA:Facebook: http://www.facebook.com/ACESENCEwithYeoChuenChuenLinkedIn: https://www.linkedin.com/in/chuen-chuen-yeoVisit ACESENCE.com for more agile leadership development programs.4. TELL ME WHAT YOU WANT:Tell me in the comments if you liked this podcast and what other topics you would like to hear.

Enterprise agility is essential for all businesses as we seek new ways of working – optimized processes that lead to maximum outcomes. But enterprise agility will not happen until the system works as a whole. Thinking about the organization as a living organism might be a useful metaphor.In episode 11 of Agile Leaders Conversations, hear Sunil Mundra, Agility Consultant and Author his perspectives on agility from the enterprise context and how it synergizes with leadership agility. Sunil is an Enterprise Agility consultant and author of 'Enterprise Agility: Being Agile in a Changing World' and I strongly encourage all viewers to grab a copy of his book.Get 8 Paradoxes of Leadership Agility at acesence.com/agility-bookWant to learn more about leadership agility with Chuen Chuen? Follow these steps:1. SUBSCRIBE TO THIS CHANNEL2. SUBSCRIBE TO THE FREE NEWSLETTER – Get high-impact insights you can use immediatelyhttps://acesence.com/laf-subscribe3. SAY HI TO CHUEN CHUEN ON SOCIAL MEDIA:Facebook: http://www.facebook.com/ACESENCEwithYeoChuenChuenLinkedIn: https://www.linkedin.com/in/chuen-chuen-yeoVisit ACESENCE.com for more agile leadership development programs.4. TELL ME WHAT YOU WANT:Tell me in the comments if you liked this podcast and what other topics you would like to hear.

What does it mean to put customers at the center of everything you do? For Riot Games, the brand behind League of Legends, it means “making it better to be a player.” Our guest Michael Robillard is the Principal of Enterprise Agility for Riot Games, and he shares how business agility unlocks their ability to make good on that promise. One outstanding example of what Robillard calls “customer-centric business agility” happened at the 2018 League of Legends World Championship in South Korea, where a fictitious, VR Kpop group took the real stage to rave reviews from fans around the world. Accenture | SolutionsIQ's Ryan Keawekane hosts.

In this episode, it's all about robots and artificial intelligence. AXELOS' Akshay Anand is discussing the history, future and current use of robots; advantages and disadvantages as well as society's perception of robots with his guests, Monica Zhang, Head of Business Development, F&P Robotics China, James Finister, Practice Partner, Enterprise Agility, and IT and Dr. Mauricio Corona, Chairman, BPGurus. Our “shout-out” goes to Mayur Gupta, Founder and CEO of Career Accelerator, which prepares young students for careers in the digital sector.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice

EP43 - Agile People con Hiroshi HiromotoEn el Episodio 40 de nuestro podcast, y de la mano de Charo Mendonça, comenzamos un ciclo de episodios (no consecutivos) en donde nos adentramos en el habilitador de la agilidad que consiste en poner foco en las personas: sin personas no hay equipos, y sin equipos no entregamos valor, y la agilidad es inútil.En ese sentido, en este episodio queremos ahondar un poco más en lo que es el Agile People, como concepto en sí mismo, y para ello damos la bienvenida al hormiguero a Hiroshi Hiromoto (Hiro), Consultor en Enterprise Agility, Facilitador de Agile People (incluyendo Agilidad en HR) y recurrente orador en conferencias de agilidad y tecnología.En este episodio participan las siguientes hormigas: Arturo Robles Maloof, Antonio Gallardo Burgos, Rodrigo Burgos Noceti, Doreina Peña y Mau Vera.Para conocer más sobre este y los demás episodios de este podcast, puedes consultar: http://hormigasagilistas.cl/#AgilePeople #SomosPersonasNoRecursos #HormigasAgilistas #QueVivaLaAgilidad.

Join Andy Jordan and Doug Page on this enterprise agility podcast episode where they discuss how funding models need to change for continuous planning. They dive into a discussion regarding how the way dollars are allocated within the organization determines behaviors, as well as how traditional funding can be disconnected from the customer experience. There is a need to change planning from an annual cycle to a more quarterly or continuous cycle in order to react to the market quickly and optimize value. To learn more about this topic, join us on our webinar titled, “Strategic and continuous planning—the only way to plan” scheduled October 22 at 9 am PDT or 12 noon EST. Register now. See omnystudio.com/listener for privacy information.

Join Andy Jordan and Doug Page on this enterprise agility podcast episode where they discuss how funding models need to change for continuous planning. They dive into a discussion regarding how the way dollars are allocated within the organization determines behaviors, as well as how traditional funding can be disconnected from the customer experience. There is a need to change planning from an annual cycle to a more quarterly or continuous cycle in order to react to the market quickly and optimize value. To learn more about this topic, join us on our webinar titled, “Strategic and continuous planning—the only way to plan” scheduled October 22 at 9 am PDT or 12 noon EST. Register now. See omnystudio.com/listener for privacy information.

Join Andy Jordan and Debbra McGrath (Sr. Technical Product Marketing Manager, ServiceNow) on this podcast episode as they discuss the importance of business outcomes to drive enterprise agility. They discuss the challenges that organizations face in managing these outcomes. Many organizations start with good intentions to define and measure outcomes, but the pressures of vanity metrics (a.k.a., traffic light indicators) often take precedence. Learn how ServiceNow helps organizations better manage outcomes beyond traditional red, yellow and green status indicators so you can improve how you measure business investments and deliver higher customer value.To learn more about how outcomes can be managed and realized, register to join us for our webinar, “Aligning to Business Outcomes” occurring September 30th. See omnystudio.com/listener for privacy information.

Join Andy Jordan and Debbra McGrath (Sr. Technical Product Marketing Manager, ServiceNow) on this podcast episode as they discuss the importance of business outcomes to drive enterprise agility. They discuss the challenges that organizations face in managing these outcomes. Many organizations start with good intentions to define and measure outcomes, but the pressures of vanity metrics (a.k.a., traffic light indicators) often take precedence. Learn how ServiceNow helps organizations better manage outcomes beyond traditional red, yellow and green status indicators so you can improve how you measure business investments and deliver higher customer value.To learn more about how outcomes can be managed and realized, register to join us for our webinar, “Aligning to Business Outcomes” occurring September 30th. See omnystudio.com/listener for privacy information.