Do we need MANAGERS to get MANAGEMENT done? In case organisation has few managers (or no managers at all 🧨??) then who will decide regarding who earns how much or how to split bonuses💰? And how about deciding who to recruit into team… Can all those and many other decisions be put into hands of the teams? But wait- if there is lots of decentralization then how to make sure it will not lead to total anarchy?
Those and many other questions get debated on Management 3.0 Workshop. Original 2 day workshop has been customized to accommodate selection of the coolest and most interesting Management 30 practices and tools. Practical tools used during workshop you can start experimenting with right away in own organisation/team. All participants will receive free set of Moving Motivators cards!

Note: due to it is shortened workshop it will not grant you certificate of attendance.

Are you wondering how to get more attention for continuous improvement? Did your retrospectives turn into a wheeping party? Would you like your team to be more energetic? You think work could be more fun? Done struggling with how to teach the next cool practice?

Get your ticket to ride this rollercoaster of a workshop. It’s your turn to use serious games to make quality a team value and improving a team effort! In this workshop you will explore and experiment with serious games, gamified activities and energizers. By the end of the day you know what defines a serious game and how to facilitate and debrief them. You go home with actual serious games that you can put into practice the next day. You’ll be able to mix and match your own recipe to help your team become more high-performing.

Are you wondering how to get more attention for continuous improvement? Did your retrospectives turn into a wheeping party? Would you like your team to be more energetic? You think work could be more fun? Done struggling with how to teach the next cool practice?

Get your ticket to ride this rollercoaster of a workshop. It’s your turn to use serious games to make quality a team value and improving a team effort! In this workshop you will explore and experiment with serious games, gamified activities and energizers. By the end of the day you know what defines a serious game and how to facilitate and debrief them. You go home with actual serious games that you can put into practice the next day. You’ll be able to mix and match your own recipe to help your team become more high-performing.

Learning and change are often interconnected, and we will try to tap into both of these topics. The workshop is built around 12 factors for learning effectiveness based on the research of the Austrian corporate learning researcher Dr. Ina Weinbauer-Heidel. Ina identified 12 factors that are most likely to influence the effectiveness of corporate learning activities (especially, training). 3 of them are individual-focused, 4 training design-focused and 5 organization-focused. We will help participants to understand this framework, map out the current learning processes in the company, evaluate them and design the action steps to improve the situation. The workshop is designed for HRD and change management professionals but of course, works for anyone interested in the topic.

Learning and change are often interconnected, and we will try to tap into both of these topics. The workshop is built around 12 factors for learning effectiveness based on the research of the Austrian corporate learning researcher Dr. Ina Weinbauer-Heidel. Ina identified 12 factors that are most likely to influence the effectiveness of corporate learning activities (especially, training). 3 of them are individual-focused, 4 training design-focused and 5 organization-focused. We will help participants to understand this framework, map out the current learning processes in the company, evaluate them and design the action steps to improve the situation. The workshop is designed for HRD and change management professionals but of course, works for anyone interested in the topic.

Trust is a key component for high performing teams, And while trust is built in the smallest of moments, in this workshop, Aki will guide you through how empathy can have an ever-lasting effect on trust.

How arguments and conflicts, that have mostly destructive power, can be transformed into curiosity-driven conflicts. Curiosity is one key ingredient of empathy – really trying to understand other people’s viewpoints and their needs behind.

5 Key Learnings:
* Key elements of high performing team, from the study by Google (Project Aristotle)
* How trust can be built, in the smallest of moments.
* Understanding differences of a different kind of listening
* Nonviolent Communication
* How NVC can help in building trust

Everyone is finally talking about diversity and inclusion in IT, but what can I personally do to make our industry more inclusive? We’ll be covering diversity and inclusion in organizational culture, recruitment and teamwork + we’re going to introduce you to a couple of excellent NGOs working in the field. We’ll digest this together in teams and you’ll walk away with your personal “Diversity and Inclusion Agent Game-Plan”.

Everyone is finally talking about diversity and inclusion in IT, but what can I personally do to make our industry more inclusive? We’ll be covering diversity and inclusion in organizational culture, recruitment and teamwork + we’re going to introduce you to a couple of excellent NGOs working in the field. We’ll digest this together in teams and you’ll walk away with your personal “Diversity and Inclusion Agent Game-Plan”.

Everyone is finally talking about diversity and inclusion in IT, but what can I personally do to make our industry more inclusive? We’ll be covering diversity and inclusion in organizational culture, recruitment and teamwork + we’re going to introduce you to a couple of excellent NGOs working in the field. We’ll digest this together in teams and you’ll walk away with your personal “Diversity and Inclusion Agent Game-Plan”.

Everyone is finally talking about diversity and inclusion in IT, but what can I personally do to make our industry more inclusive? We’ll be covering diversity and inclusion in organizational culture, recruitment and teamwork + we’re going to introduce you to a couple of excellent NGOs working in the field. We’ll digest this together in teams and you’ll walk away with your personal “Diversity and Inclusion Agent Game-Plan”.

Ensuring excellent overall quality dialogue
During this session you get to follow dialogue around the topic “Ensuring excellent overall quality from silos actually isn´t just that easy and fun”. In the fishbowl we will use Topaasia serious game, which is a discussion tool to generate dialogue and mutual understanding about difficult topics. Participants of the discussion:
Maaret Pyhäjärvi (Vaisala)
Sari Hildén (Posti)
Esko Hannula (Qentinel)
Samuli Kiviniemi (Sanoma)
Mika Kivi (OP)

Continuous improvement is not only about reflection and retrospectives. In this workshop, we will discuss the differences between proactive and reactive approaches. We will explore and answer e.g. the following questions

* What is (typical) proactive and reactive practices?
* How to make use of different practices in your own context?
* What kind of approach do you need more of right now?

Changification is all about gamifying organizational change. For people to get energy from change, it’s important that it comes from inside. We can help that by transferring our co-workers into a parallel reality, where consequences don’t matter and mistakes are gifts. And then – bringing them back with all the things they learned. In the end, there is something why you are willing to attend at workshop at 8 o’clock in the morning! Let’s use that kind of motivation for our organizational change

In the era of fast technology evolution where increased computing power, machine learning and artificial intelligence are enabling the digitalization, we humans can cultivate our unique characteristics, emotions. Emotions have a strong influence on us. Being emotionally intelligent includes recognizing, understanding and managing our own emotions, as well as recognizing, understanding and influencing the emotions of others. In practice, this means being aware that emotions can drive our behavior and impact also others, as well as learning how to manage those emotions.

What is your capability for building emotions that take you forward? Luckily emotional intelligence is a skill that can be learned, developed and improved! Want to start learning with us?

In this 2 hour workshop we will differentiate Emotional intelligence and IQ (Intellectual Intelligence), and walkthrough the components of emotional intelligence. We will have concrete exercises that will help you growing your emotional intelligence.

In the era of fast technology evolution where increased computing power, machine learning and artificial intelligence are enabling the digitalization, we humans can cultivate our unique characteristics, emotions. Emotions have a strong influence on us. Being emotionally intelligent includes recognizing, understanding and managing our own emotions, as well as recognizing, understanding and influencing the emotions of others. In practice, this means being aware that emotions can drive our behavior and impact also others, as well as learning how to manage those emotions.

What is your capability for building emotions that take you forward? Luckily emotional intelligence is a skill that can be learned, developed and improved! Want to start learning with us?

In this 2 hour workshop we will differentiate Emotional intelligence and IQ (Intellectual Intelligence), and walkthrough the components of emotional intelligence. We will have concrete exercises that will help you growing your emotional intelligence.

Where lies the Coaching in Agile Coaching?By definition, coaching is a process that aims at developing, challenging, supporting and empowering people to reach their full potential, both professionally and personally, with questions and other techniques. In this workshop, we will forget the Agile for a while and learn how to support others to grow through “pure” coaching. Get ready to add some tools in your toolbox!In this event you will get familiar with the practice and philosophy of coaching, the core competencies of a good coach, learn a simple yet powerful four-step model that will allow you to start coaching right away, and get some ideas on how to create powerful connections with the people around you.

Program:
• Introduction to coaching
• The 4Rs of coaching
• The coaching tool: ROSA 1.0
• Rapport: creating empowering relationships in minutesCoaching skills are a useful addition to any expert’s toolbox, not only to be able to lead ourselves and organize our own workload but most importantly to co-create and lead others towards valuable results. To be a skillful leader or a professional in your field you do not need to be an excellent coach – that can take years of practice – but we believe, and research supports, that a coaching mindset and approach will bring you far. The workshop is an excellent kick-start for anyone who is interested in coaching and wants to know 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.

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.

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.

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

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.

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.

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.

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.

​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.

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.

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.

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.

How to control the constantly growing scope of the project? What to do when the Product Owner is inexperienced, does not have a coherent product vision and gives the team conflicting information? One can (a) panic, (b) get lost in a constant flow of chaotic request and requirements, (c) push team do more when they seem to know less with every single day. I know this well, I did all of those. But then I tried something else that saved us from a certain catastrophe.On the example of one of the projects from my portfolio I will show you how introducing story mapping in the middle of the project:
– allowed to specify the shape and scope of the product
– provided a common language for the PO and the Team,
– saved the project from being killed by the scope creep,
– inspired the Product Owner to dig deeper into product developmentI will show you that this tool can be used not only to create a vision of a product at the beginning of the PO x Dev Team cooperation but if you missed that ship you can still get onboard also later on to reap some benefits.

I am a Developer, not a coder.

I don’t want to execute orders. I want to make an impact with my work.

I don’t care and don’t think about methodologies much as long as they let me do my work well.Joshua Kerievsky once said in his article “Customer obsessed teams don’t have product owners”: The choice of what to build or fix is hard. It requires the insights of many to do it well. If you want to do it poorly, delegate all of this work to a single Product Owner (PO).

Installing a PO turns a team of intelligent people into “orderneers” — engineers who take orders.Mary Poppendieck, author of many outstanding books on Lean Software Development, said, “Delegating decisions about what to build to a single Product Owner is outsourcing the most important work of the development team to a person who is unlikely to have the skills or knowledge to make really good decisions.”But still most of the teams do have a product owner. They do outsource most important work to “people who know better” and don’t trust themselves to make right decisions.In this talk, I want to tell a story about one team which decided to try a short 3 month experiment in which product owner role was removed.

I want to tell what we learned in 3 months, in 1 year and what we are learning constantly from this ongoing experiment. A bit of context: this team does not work alone but is a part of a big project at F-Secure. The project is creating an Antivirus for multiple platforms. It has several different backends, portals and tens of teams contributing from across the globe (at least 3 major sites).

Contract testing is an increasingly popular approach to make sure different services work well together and don’t break agreed upon contracts between services. The team I joined last year was using Spring Cloud Contract Testing as a tool for this.But with 206 contracts for only 15 other services, the contracts weren’t used for their intended goal of making sure the mocks we test against are valid responses of other services; they were used to test different scenarios inside our own service. To make things worse, the other services were not even using the contacts to make sure they didn’t break their API; we had no guarantee these contracts were valid! The time waiting for these tests to run became a pain point. The “contracts” were just expensive mocks; time consuming to initialize, run and maintain.In this talk, I will tell you how we replaced unreliable and time-consuming tests with faster tests and faster mocks, while increasing test coverage and decreasing our build time. You will learn how to look at your testing needs and your architecture, designing automated tests as feedback mechanisms that provide the right information at the right time, by using the right place for each test rather than adding tests into default boxes. This might help you think about your test strategy, and what to test where and how.

When talking about sustainability, technology is a double-edged sword. In the history of mankind it has caused many problems but often given us new solutions and hope. Now in era of environmental crisis it is time to decide what we are going to do with our technology, what problems we are going to solve and how.

Digitalization has great potential to help with our time’s biggest threats like the climate crisis. The major and most hope provoking megatrends like the circular economy are not possible without the help of technology. We, the people working in IT companies, could have a much bigger handprint in working towards sustainable development goals. Therefore, when talking about sustainability, if we are just focusing on things related to our environmental or societal footprint, for example our own office energy consumption and recycling or our responsibilities as an employer, we are missing the bigger picture. Of course, being responsible for our footprint is important, but one might argue it is just a drop in the ocean compared to our potential handprint through the software and services that we provide.

Speaking out loud about the opportunities and threats is our responsibility as IT specialists. Being innovative and really making a difference are great motivators to every human being. As sustainable employers we need to provide our people the opportunity to work in projects they find meaningful. It is also our societal responsibility. Our success depends on an educated workforce that society provides. Building things that are good for society and the environment is way of giving back.

Adopting a sustainability mindset is both a strength and an opportunity for a company. Our employees, customers and investors are expecting it from us. Success in the future comes to those that have solutions to the biggest challenges of our time.

Socially complex knowledge work requires superior abilities for Focus, Creativity and Co-operation. Otherwise we might get caught in dysfunctional habitual patterns of mind. In this Laboratory of Mind we will explore the skills of mind that we need to develop in order to promote wellbeing and efficiency in our work-life. Drawing form psychology and contemplative traditions, we will find practical tools for enhancing our capacity to find Concentration, Clarity and Compassion in our demanding work and social relations.

Chronic hurrying, interruptions and hassle make work miserable. In theory, agile principles and practices tackle these issues. In practice, we need more Practice.

We’ve created this culture of hurry ourselves, and we can let it go.

For the past 8 years I’ve immersed myself in the science and practice of being human and the science is clear. Collaboration, learning and creativity are all dependent on people being present, well rested and in a slightly positive mood.

Hurrying is not only harmful for our health, it also destroys our working efficiency and especially effectiveness. And in the long term kills both people and companies.

Retrospectives help us reflect on the past, planning look into the future, but the only time we have to do the work is now. To continuously improve we need to create the space for learning not only in our processes, but also in ourselves.