Thursday 8th October, 2015
11:35am to 12:05pm
Adopting lean/agile in your team is one thing; lean/agile transformation at scale is something wholly different. Over the last 14 years I have been on my own learning journey and have attempted change at various scales and have the scars to show for it. In this talk I will briefly explore some of the patterns which have taught me lessons along the way.
Adoption vs Transformation: teams adopt, organisations (can but by no means always) transform. Why the difference? Can you, and how do you, evolve from one into the other?
Be vs do: agile is something you are not something you do. Beware the “check-box agilist”. Implications for large scale change.
Bottom-up, top-down, neither or both? How do you structure a change programme? Necessary vs sufficient.
Command and Control paradox: agile teams self-organise; how do you get teams who are used to “command and control” to self-organise without commanding them to do so?
Not Invented Here: learning from those who came before us (Deming, McGregor) and our contemporaries (Kotter, SAFe, LeSS).
Surprises: high impact changes aren’t always where you expect them to be
Executive Director at JPMorgan Chase bio from LinkedIn
Jeremy has been in the software industry for nearly 20 years working across a variety of industry sectors and in a range of companies from very small to very large. He started on his agile journey with XP in 2001, joined by scrum in 2004 and has been becoming more Lean since 2007. In that time he’s worn a variety of hats: team member, architect, scrum master, product owner, teacher, coach and has been leading large scale change since 2011.
In real life, Jeremy is married with two daughters and lives near Edinburgh, Scotland.
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