Jason has spent the greater part of the last 7 years traveling the world and asking change agents of all disciplines in countless organizations why the changes they were working on were getting stuck, and how they were jiggling them loose.

We live in a world where we’re in a rush to create yet another best practice method in order to magically fix our transformations. It turns out we’ve known the answer all along, and it sure isn’t about the process, method or framework we follow.

In this session, Jason will share the patterns, philosophies and stories he has collected that will help us see change and transformation through a different set of lenses so we can focus on what matters.

Jon Kern, one of the original co-authors of the Agile Manifesto for Software Development, reveals what agile means to him, shedding light on the main tenets of the manifesto. There is a great deal of agile in name only, or fake agile out there.

Learn about the agile mindset, or risk mastering fake agile! Learn that agile is a state of mind, not a rote process. Being agile requires continuous vigilance and constant partial attention. Jon maintains agile is hard to do well!

Bring your questions!

Agile People Coaches see organizations as social systems, not machines. They recognize that people and relationships build organizations, and if their motivation is high enough, they will find ways to innovate and provide value together. We still need structures, but just enough to provide cohesion, as opposed to restriction. We need to foster great business cultures to guide behaviors and incentivize people to do things that will help them perform in a common direction. In this scenario, the future career path for leaders and HR professionals is to adopt an Agile People Coach's competencies – a role that aims to create the right conditions for individuals, teams, and the whole organization to grow and develop and change as needed to survive.

"We spend a lot of time helping leaders learn what to do; we don’t spend enough time helping leaders learn what to stop."
–Peter Drucker

The most dangerous business reality is when society and technology evolve faster than a company's ability to keep up. That is why many companies attempt to adopt Agile, Lean, or some other form of digital transformation. For a fair number of businesses, however, outdated norms do not die quickly. They hinder progress, allowing more agile competitors to outperform them in the market. In this talk, Ray Arell will explore the pitfalls around organizational change when dealing with highly resilient and rigid cultures. He will include examples of how resilient systems fail and ways to mitigate those failures. We will explore practical methods like sensemaking to identify rigidity and look at practical ways to reset your organization’s operating parameters to amplify success.

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