Program

Digital disruption is changing the world in which we live and work. New technologies have created new markets that, in turn, create new customers and new competitors. And those customers and competitors are driving new expectations.

Digital transformation is a natural progression from traditional business transformation, one more suited to the modern world.

For a digital transformation to be successful, we need a high level of employee and customer buy-in. Resistance to change can derail even the most carefully planned digital strategy and leave investments in flames. We need absolute clarity about digital’s demands, galvanized leadership, unparalleled agility, and the resolve to bet boldly.

Storytelling has always been central to human experience – it’s how we explain and make sense of the world. It takes intuitiveness and empathy on the part of the storyteller to connect with the audience.

Effective storytelling can catch our attention and help us to apprehend the world while touching us, makes it a powerful tool and a valuable instrument for leaders.

Can leaders leverage this craft element of strategic storytelling to be the key to achieving employee and customer buy-in for digital transformation?

Can we motivate our workforce through strategic storytelling and make them believe in the desired outcome, and see what’s in it for them?

Can business narratives enhance collaboration and innovation which is required for the success of digital transformation?

In this session, I will discuss how we have leveraged strategic storytelling to

1. Communicate vision

2. Transmit Knowledge and Understanding

3. Improve collaboration and Innovation

Public service is full of assumptions that hinder us to concentrate on adding value to citizens. Most used procedures to increase operational efficiency in fact decrease it. Public service needs to reinvent itself to answer the crowing expectations of citizens and solve the wicked problems of our times.

By now, Design Thinking has earned its place in the vocabulary of digital transformation. Lately it has been elevated as a visible part of many large scale agile delivery frameworks. However, Design Thinking is still often considered as a responsibility of a few dedicated roles, and not all frameworks are providing concrete, pragmatic guidelines on how to apply and scale Design Thinking through the daily end-to-end toolset of a lean organisation as a whole.If you are interested in hearing about field-tested methods and tools beyond frameworks, join this inspiring presentation to learn and discuss how Design Thinking can help your organisation to reach true user centric agility. You will learn how to apply Design Thinking in keeping your end-users in the centre, inducing more motivated teams, tackling complexity, managing risks, and prioritising more accurately. Design Thinking should not be a privilege of your dedicated UX- or Service Design team only – come and learn how to elevate Design Thinking to become a valuable part of the whole journey from portfolio management to team-level problem solving.

Is agile transformation possible and can agile projects be successful in public sector? Yes, they can, but there are several pitfalls to avoid. In this talk we will share some of the things we have learnt from the public sector projects. Regardless of the domain, projects face similar challenges. We’ll also have some solutions or advice to these challenges.

OP Financial Group is undergoing a significant change in terms of mindset and operating culture. Our transformation aims to improve employee experience, customer experience, and productivity.

What I believe makes the OP Corporate Bank’s transformation unique is the scope of the change. Our business areas, or tribes as we call them, are responsible for their customer journeys which cover not only product development but also sales and customer operations. The tribes are further organized into agile teams in all areas.

Based on my experience, agility can be implemented up to some point using common good practices but beyond that you must build your own culture and operating model. Our employees are part of the leadership creating a totally different corporate culture. My ambition is to encourage and inspire the audience by sharing our experiences related to e.g. business agility, culture, and leadership.

Many societal problems, such as climate change and increasing social inequality, are complex and interdependent phenomena that should be examined more comprehensively than is presently done. The current siloed administration and the level of detail and microscale nature of legislation and budgeting, however, make it significantly harder to apply a cross-administrative, comprehensive approach. So-called ‘Phenomen -based’ orientation and a drive for agile, explorative ways of preparation are strongly needed. One concrete step towards a new ecosystem-platform is Work2.0Lab.

You know what an Agile organization is and why Business Agility is important. In reality, however, figuring out how to achieve Business Agility is a difficult process. Consequently, turning the largest Nordic company into an Agile organization is an immense challenge. Equinor (formerly Statoil) is present in more than 30 countries around the world, with 20.245 employees worldwide. This energy company with a proud history took its first step into Agile transformation in 2013. Five years later they learned transformation is not an event. It is a journey designed to achieve high impact at two levels – individual and organizational.Katarzyna will talk you through the S-Curve of product growth and how Design Thinking, Agile and Lean fit together in Equinor. You will also find out how to enable Business Agility, based on Equinor’s Agile@Scale model.This talk is addressed to Leaders and Executives, Coaches and anyone interested in Agile transformation efforts, failures and successes of the largest Nordic company.

Public Service Media (PSM) are in the eye of the storm: content and platform proliferation, competition from global tech giants, a crisis of trust, funding cuts, and political polarization. These issues all threaten the role PSM plays in a healthy society. As a result, PSM needs to be closer to their audiences than ever before: listening, learning, and adapting and improving its content and services. Whilst PSM tend to suffer extremes of legacy structures and processes, the public value mindset carries a huge potential for innovation, creativity, and an openness to change.At the EBU we have a unique macro European view, so I’ll be talking about how PSM is using agile methods and approaches as enablers for digital transformation.

Women in Agile and Lean Leadership
{When women support each other, incredible things happen}

1. Lean In Agile (LIA) is a movement for women, by women and of women designed to amplify the voices, talents, and experiences of women within the Lean and Agile communities across the globe. As an international alliance, LIA connects women worldwide so that their experiences and expertise as Lean and Agile practitioners can be leveraged for these women to make a difference in the world for themselves and each other.
2. Spirals are enabling groups of women who come together to offer to the group and seek from the group. Lean In Agile vision is to enable local communities to form and sustain these powerful groups across the globe. Natural leaders emerge from these groups supported by Spirals
3. LIA100 is an initiative of Lean In Agile, to celebrate and share the journeys of phenomenal women in Lean and Agile spaces across the globe. Women often do not tell their own stories. This initiative identifies and brings the best stories to the community to amplify the voices of women

Within this presentation, you’ll learn what it requires to change a large enterprise operating in a traditional business to address the challenges of the changing world to be competitive, efficient, profitable and attractive for the employees. You’ll get practical information, what are the steps done in Posti, challenges met and how they have been resolved during the journey.

What can Motown Records teach us about agility? Can it be that Berry Gordy adopted business agility decades before the Agile Manifesto was authored? What lessons can we learn from how Motown empowered a creative class to build the highest quality products in their market space? In this talk, we’ll explore the principles of agile in the context of Motown Records, and dig into the parallels between Berry Gordy’s approach to releasing music and software development. Attendees will learn more about what made Motown unique for its time and how the practices of the label can improve the software and products we build for our customers today.

So let’s say you have transformed your team to full-on Agile. It’s working, you are energized and your team is producing fantastic results at an accelerated pace. The management says, “More! Let’s scale up!” And you say go.

But scaling agile is not just a matter of educating people and buying more Post-It notes. It’s a cultural change that can fail in new and exciting ways. In this talk, I go through very concrete examples from an 18-month, three-team change. With the examples, I work my way through the five (plus one bonus) culture potholes I fell into so that you can be more prepared for them than I ever was.

The Co-op is the largest consumer co-operative in the UK and nearly 200 years old. It is currently in the midst of a total digital transformation from top to bottom. As you can imagine, no two days are quite the same.This talk is about the many challenges we have faced along the way. From finding a shared language between agile and waterfall to setting up sustainable partnerships and communities of practice, it always seems to come back to people and not methodologies.You will learn how a people-first approach to transformation works in practice and why leaving preconceptions at the door and treating colleagues as humans first and a job role second gets people across the business excited about working together.There will be some things to take away and try, and if you are going through your own transformation, this will help you feel less alone.

We will tell the story of Finnair’s agile journey in digital service creation: what has happened when you implement agile development in a 96 years old company, how we have brought focus to our development, what kind of mistakes and learnings we have made and how this reflects to our stakeholders and development teams everyday work and feelings.Finnair has been lucky to have key people with a strong belief in agile development. Key-value in our presentation is to tell how we have given the space to our organization’s agile growth and building the trust between different business areas and development teams. The presentation will include stories about pain, frustration, happiness, good laughs and more.

If agility is not adopted to an organization’s culture and visible as a shared way of thinking and acting, it actually doesn’t exist.Lean and agile way of working is drawing more and more attention as an organizing model that enhances better customer orientation, fluency of work, faster value delivery and better competitiveness.

However, it’s very common that agility is only partially adopted in the organization – it touches only some parts of the organization, while rest follow different mindset. The organization uses many different organizing models at the same time. The agile teams’ release on demand and fast delivery capabilities are impaired by a hierarchical structure, slow decision making and rigid culture that don’t allow realizing the benefits of agility. Best value is gained when leaders and support functions, including human resource management, understand and adopt agility. Utilizing agility is a paradigm change that affects organizational structures, processes, people practices, strategy, and values as well as leadership and decision-making practices. So, what organization can do to adopt agility as a part of a culture? In this presentation, core organizational practices and values that support agility are presented. True agile culture is visible as no silos-mentality, autonomous teamwork, continuous learning, seeing employees as persons and not as resources, and agile strategy and values.

This is an incredible study about a major Program transformation and the way it evolved into a massive global delivery machine. Over the last 3 years, we have been studying and applying the key practices for managing global teams effectively, turning a disadvantage into an advantage.

With teams practicing Agile at scale distributed across 5 global locations, delivering fast and frequent software, and hundreds of employees, this study reveals our model for structuring and executing change from the ground up.