Stop giving feedback! – ABD19 – Jenni Jepsen

Stop giving feedback!
Training people to give feedback better doesn’t bring the results we want because the receiver must be willing to accept it. In fact, telling people how they can improve may actually stop people from improving. So, rather than figuring out how to get better at giving feedback, we need to solve for asking for feedback instead (perhaps, even begging for it!). That’s what creating an ask-for-feedback culture is all about. Jenni will share the latest neuroscience about feedback. Learn how our brains react to feedback, and how you can change the way you treat feedback to continuously improve yourself and your organization.

Employer Branding – ABD19 – Deborah Ghisolfi

Employer Branding
When HR and marketing meet, true employer branding is born.

Employer Branding is a key component of every successful Talent Acquisition strategy. Having a clearly defined Employer Brand can help you find the right job candidates, attract, engage and hire them.

In this world of “War for Talent”, a well-planned Employer Branding strategy can be a huge competitive advantage that sets you apart from your competitors.

Employer Brand is what your current employees and potential future job candidates think of you as an employer. It is their perception of how you treat your employees and candidates as well as your Employee Value Proposition.

How can you set up your Employer Branding Marketing Strategy?

Discover the Canvas and best practices at the Agile Business Day.

AULA 5A sab 12:45 — 35 min

Scaling up product-service development – ABD19 – Luca Mascaro

Scaling up product-service development
In the new competitive landscape, traditional firms have to turn into tech companies and this means rethinking their organisation, processes, policies and culture.
The Big Corps have, at last, understood they have to become Agile, but they are trying and doing some experiments to find the right formula that mixes Agile Coaching, Software Architecture, Dev and Design Ops, Product Management and Leadership so to scale their product-service operations.
In countless iterations working with them, we have learned some good lessons on how to shape the operational and development model. (Spoiler alert: Design Ops plays a big role)
So, don’t panic!

AULA 5A sab 12:05 — 35 min

Agile Structure, Agile Behaviour, and the nature of help – ABD19 – Bernhard Sterchi

Agile Structure, Agile Behaviour, and the nature of help
People who’s job is to build organisations do exactly that – build organisations. The closer you get to the specific situation in which people work and produce results, the more detailed the organisation builder’s tools: from structure to process, to procedure or workflow, to tools and rituals. This talk invites to look at what is left open – and what should better be left open. The “last mile” of organisation, where individual behaviour adapts to the situation at hand. The more complex the environment, the more openness should be left in the structure, and the more important it is to “manage” this last mile. So while this last mile should be left open by the organisation, it should not be left alone. How can you help here to make the result as good as possible? We look at how different types of support can be derived from the Cynefin framework, and what skills of leadership and management can be used particularly in highly complex environments.

AULA 5A ven 14:35 — 35 min

Engineering Practices in Scrum for Hardware – ABD19 – Paolo Sammicheli

Engineering Practices in Scrum for Hardware

How to iterate quickly a physical complex product, composed by Software,
Electronic, Mechanics, and Plastics, using an Agile framework like Scrum?
How to speed up the feedback loop, reducing risks and adding creativity
and innovation at the same time? How to start transforming a company
into an Agile Organization? In this talk, I’ll try to answer to the
typical hot questions I deal with doing Agile Coaching in the
manufacturing industry and I’ll show the journey of an Italian company,
Sisma Spa, with their CEO Vittorio Gaudino.

AULA 4A sab 12:45 — 35 min

Surfing Organizational Entropy – ABD19 – Enrica Lipari

Surfing Organizational Entropy
Customer Obsession and customer centricity are part of Vodafone’s DNA and definitely are the main objectives for our business strategy. The Digital Transformation program enable the maximization of opportunities which come from the digital ecosystem in order to offer better products and services, close to our customer’s needs and with very short cycle time.
The HR and Organization Department plays a fundamental role in the implementation of the Digital Transformation program: the agile organizational design, the introduction of new skills and a new governance system have been the target of our first year but new challenges are awaiting!
Cultural change and our way of working settle within the whole organization in an organic, harmonious and sustainable vision of digital change. The organizational effectiveness and business results are achieved integrating ways of working, deeply different rhythms and areas, for the wellbeing of the entire organization and the people who live it, in a way of minimizing organizational entropy.
Enrica and Dario, in a double role of “Agile Transformation” and “Traditional Organization”, will share with us how the two worlds meet and challenge each other every day in order to balance the opportunity to adopt agile organizational models in harmony with traditional organizational structures, with the need to preserve organizational efficiency and achieve a real business agility.

AULA 5A ven 12:45 — 35 min

Growing Adaptive Organizations – A Language for Change – ABD19 – Andrea Provaglio

Growing Adaptive Organizations – A Language for Change
Agile is old. Good and old. The fathers of Agile started experimenting with its principles and practices back in the ‘80s, when the problem they faced was how to provide a software production team with a more sensible way to develop code and deliver actual value to the stakeholders.

The second wave of Agile, a couple of decades later, was about scaling the production beyond one single team (we are still in that wave).

The third wave of Agile, which just recently started and went well beyond the realm of IT alone, finally realized that true agility can only be achieved when: 1) it’s adopted, in context-specific ways, throughout the entire organization and; 2) it includes the way the organization interacts with its market and environment (call it Business Agility or any other similar term).

What we are seeing today in the most innovative organizations, even outside of the IT industry, is that the underlying values and principles of agility are applied with an holistic approach to all organizational functions (finance, marketing, HR, operations, governance, procurement, production and so forth).

We also seeing how the organizational structure itself and the style of leadership in these organizations have evolved, to be consistent with the way agility works and delivers on its promises.

I know quite well from my experience with clients (working with tech teams, design teams, program and project managers, executives, HR, finance) and from helping them to rethink and restructure the way their organization works, that there are many challenges that an organization has to face to make this transition — and many pitfalls as well.

Among the different challenges (learning new skills and practices, descaling processes, decentralizing decision making and accepting inherent uncertainty, just to name a few) one that is often overlooked is how to change the perception of the organization itself, so that it can become a 21st-century, adaptive organization.

In fact, while “traditional” organizations revolved mainly around production — and were therefore perceived through that set of lenses — adaptive organizations include continuous organizational learning and high-efficiency collaboration as part of their operational DNA and of their long-term sustainability and success.

Therefore, one critical question is: how can we help people shifting their perception of “what needs to be done” considering three different but interrelated dimensions? And what are the practical implications of this?

In this session I’m going to share some of the lessons I’ve learned while helping companies to rethink themselves. I’m not going to provide recipes or instructions (I don’t believe those can be replicated in a different context). Rather, I’d like to share the challenges that we encountered and talk about how the way we faced them helped the organization to grow into an adaptive one.

I’d also like to provide food for thought that might, hopefully, help executives, managers and leaders move in the direction of agility with a clearer sense of direction and with more realistic expectations.

AULA 4A sab 12:05 — 35 min

Focus and creativity in the digital distraction era – ABD19 – Monica Bormetti

Focus and creativity in the digital distraction era
Working in multitasking mode, as many knowledge workers are doing today, drains some of our cognitive skills. I will be talking about focus and creativity highlighting how they are affected by the way we mostly use digital devices. The talk wants to raise awareness on what happens in our brains while we deal with tech and how we can use tech in order to empower ourselves by lowering the cognitive cost it sometimes has. The goal of the speech is also giving people tips and tools to apply in their everyday life in order to become more conscious of how they use tech.

AULA 4A ven 14:35 — 35 min

Collaborative decision making in self-organizing teams – ABD19 – Lorenzo Massacci

Collaborative decision making in self-organizing teams
We approach our projects and teams in an agile way because we really believe that giving people the opportunity to express their full potential is the best way to make an organization thrive today.
The eleventh principle of the agile manifesto says: The best architectures, requirements, and designs emerge from self-organizing teams.
But our job lies in making decisions continuously.
What is the right way to have teams that organize themselves and at the same time make decisions effectively and efficiently?
How can we avoid anarchist teams where everyone goes in a different direction or (perhaps even worse) risking immobility because we having to agree before making any decisions?
During the talk, we will see ideas, principles and techniques that help us to have teams that organize themselves effectively.

AULA 4A ven 12:45 — 35 min