Agile Tour London 2021
| title | author | length |
|---|---|---|
| Panel: Psychological Safety vs Accountability | Gitte Klitgaard, Leanne Creasey, Andrea Dobson, Ben Linders | 40m |
Defines psychological safety as the ability to speak up for learning and continuous improvement, contrasts three kinds of accountability (good/bad/ugly), and… | ||
| Panel: The Culture of Hybrid Work | Pilar Orti, Charles Humble, Gwenno Haf Hughes, Milena May, Jennifer Riggins | 47m |
Panelists compare concrete practices and tools: Zoom-for-1, Zoom-for-all as a rule to avoid sidelining remote colleagues, Donut.ai and Melting Pot for random… | ||
| PRIVATE: Gene Kim Keynote for Agile Tour London 2021 Attendees | Gene Kim | 46m |
23 years of benchmarking and a 36,000‑respondent study show high performers deploy multiple times per day, achieve one hour lead time from commit to… | ||
| Agile is a cult | Simon Wardley | 48m |
Argues that Wardley Mapping exposes where things sit on a genesis→commodity evolution axis, so one method cannot fit all; shows maps that reveal a… | ||
| Of Silos & Specialisation | Esther Derby | 43m |
Silos arise from historical specialization, vertical reporting and narrow hiring and promotion practices and they persist because job descriptions, incentives… | ||
| As strong as Jericho walls! Breaking silos in a HR | Norma Lidia Acevedo Lopez | 30m |
A nine-person HR group redesigns itself from reactive hiring and payroll into a Global People and Organization starting July 2020, using bi-weekly syncs… | ||
| Ericsson experiences in hardware and embedded software development | Eva Hedin | 13m |
Ericsson experiences in hardware and embedded software development by Eva Hedin: Working with solution integration of site products at Ericsson gives me the… | ||
| Agile and metrics: Can we measure improvements? | Antonio Cobo Cuenca | 16m |
Agile and metrics: Can we measure improvements? by Antonio Cobo. How can you measure the impact of an Agile coach on a squad? We often get that question and… | ||
| From peer pressure to peer power | Marian O’Brien | 18m |
Reframes “peer pressure” as peer power and argues organizations scale culture change by building communities of practice and cross‑functional peer networks… | ||
| The Digital Flow Organisation | Philippe Guenet, Sheetal Thaker | 43m |
Enterprises conflate agility with flow systems and keep sprint rituals while budgets, projects and handoffs still block true continuous delivery. Live polling… | ||
| A customer-focussed realignment based on cognitive load at Mimecast | Burak Cetin, Graham Uphill | 18m |
A 12‑month reorg of 150 engineers across 15 teams moves from component teams to domain ownership using Team Topologies and Trello to map domains and assign… | ||
| The agile leadership mindset: Embracing continuous change as a leader | Milena May | 15m |
Over two years of experiments on MOIA’s frontend backoffice reorganize ten frontend devs into cross-functional teams using Team Topologies and a Community of… | ||
| How to introduce innovation into the DNA of 21st century companies | Almudena Rodriguez Pardo | 17m |
Companies embed innovation by doing seven concrete things: trust employees (one Finnish firm lets engineers buy gear and they open-source an AI remote-control… | ||
| Conditions for continuous transformation | Dean Latchana | 24m |
Outlines four concrete leader actions: require hypothesis-driven experiments (example: small pilots with clear success indicators), shift decision authority… | ||
| nothing matches | ||