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Olaf Lewitz

Why do organisations need to transform? What do we need to know, to understand about transformation? How do we start?

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Emotions. We all have them, we don't always acknowledge or like them. Surprisingly, emotions were not actually invented by some higher being to embarrass human beings: no, they evolved as an important messaging system in our brains and bodies, to help us survive and thrive. In organisations that change, emotions are key to understand safety and engagement, motivation and resistance. As leaders, we need to use our own emotions to our advantage - instead of repression or feeling overwhelmed. We also need to understand the emotions of the people around us, to help guide our own actions. Since in today's organisations, anyone is called to be a leader, this topic is essential for everyone. In this practical and engaging talk, Olaf will give you a general framework to understand and regulate emotions, as well as specific advice for those emotions that matter most in the workplace - specifically in an agile context.

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Many people are complaining about the state of agile. We read about “fake agile”, “dark scrum” and “scaling problems”. Culture is what we call our main excuse for why it’s not working, and apparently many people have the “wrong mindset”. Let’s look at the common problem here: we tend to treat agile (or one of its flavours like Scrum or Kanban) as a solution. We are fighting about processes and tools, often ignoring that it’s all about the people … Let’s pause. Pauses are powerful elements of music - let’s use one to calm down our minds. Connect to our senses and contexts and to what we really want. Then we continue to play. Dissonance and harmony, tension and resolution, leadership and work. Trust. Respect. Openness. Courage. Focus. Commitment. Let’s see where we end up moving forward. Expect to be surprised.

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"Ehrlich. Überraschend. Hoffnungsvoll," (Ein Zuhörer im Februar 2020 nach dem Vortrag) Nach etwa 20 Jahren agiler Praxis frage ich mich, wie weit sind wir gekommen? Einige Firmen scheinen eine "agile DNA" zu haben, da geht fast alles. In anderen werden Menschen zu ihrem Glück gezwungen und wollen gar nicht. Fast überall geht es vor allem um Prozesse und Tools ... Olaf wird liebevoll, unterhaltsam und schonungslos mit Euch darauf schauen, was eigentlich geht und was nicht, und wie wir die Dinge vielleicht doch noch besser machen können.

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Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven’t gone before. Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships – the people who share the journey with us. In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom. How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don’t like? In this talk, you’ll reflect on and decide how you want to show up and make progress – or lead towards progress – in these difficult and ambiguous times.

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What difference do you want your product to make? What difference does you owning it make? What kind of value do you create for the stakeholders? How is your product making the world a better place for your grandkids? How are you catalysing learning in your product organisation? How do you integrate value creation, learning, and fun when developing your product? Some of these questions have more obvious answers than others. Olaf will guide you through these and more so that you gain clarity in why you own your product the way you do - and how you may want to change it. It’s all about the difference you want to make. Intention is everything. Ignorance may kill you.

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Movement and drive come from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before. Everything changes. We change where we are going, what we are doing, how we are working - and the only things we can rely on are relationships - with the people who share the journey with us. In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom. How do we make a difference with intention? How do we lead with (or in) tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like? In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.

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Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before. Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships - the people who share the journey with us. In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom. How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like? In this talk, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.

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Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.

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Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? Olaf Lewitz is a speaker on the Epic stage at the 3rd Agile Serbia Conference. In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.

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Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research. When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like? New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations? Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!

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In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun. We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors. We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves. Olaf will take you through the organisational capabilities that increase surprisability: - A clear sense of identity (we know who we are). - A clear sense of purpose (we know what we want). - Freedom. We are powerful beings, able to make good decisions. - Agility. challenging how we do things by focusing on why we do them. - Presence. letting go of anger and guilt from the past and anxiety of the future. - Courage in the face of uncertainty and ambiguity.

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A new version with an awareness-building, silent introduction. “We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy. A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others. This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves. Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility. In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun. I will take you through the organisational capabilities that increase surprisability: - a clear sense of identity (we know who we are) - a clear sense of purpose (we know what we want) - freedom: we are powerful beings, able to make good decisions - agility: challenging how we do things by focusing on why we do them - presence: letting go of anger and guilt from the past and anxiety about the future - courage in the face of uncertainty and ambiguity

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In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun. We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors. We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves. Olaf will take you through the organisational capabilities that increase surprisability: A clear sense of identity (we know who we are). A clear sense of purpose (we know what we want). Freedom. We are powerful beings, able to make good decisions. Agility. challenging how we do things by focusing on why we do them. Presence. letting go of anger and guilt from the past and anxiety of the future. Courage in the face of uncertainty and ambiguity.

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n the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun. - We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors. - We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves. Olaf will take you through the organisational capabilities that increase surprisability: - A clear sense of identity (we know who we are). - A clear sense of purpose (we know what we want). - Freedom. We are powerful beings, able to make good decisions. - Agility. challenging how we do things by focusing on why we do them. - Presence. letting go of anger and guilt from the past and anxiety of the future. - Courage in the face of uncertainty and ambiguity.

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In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe. Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun. - We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors. - We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves. Olaf will take you through the organisational capabilities that increase surprisability: - A clear sense of identity (we know who we are). - A clear sense of purpose (we know what we want). - Freedom. We are powerful beings, able to make good decisions. - Agility. challenging how we do things by focusing on why we do them. - Presence. letting go of anger and guilt from the past and anxiety of the future. - Courage in the face of uncertainty and ambiguity.

Surprisability - Agile Prague Sept 2016

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Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen? Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben? Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.

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Organisations will easily lose high-quality talent if there are few career advancement opportunities available to them. According to a study, two out of three employees have considered leaving their jobs due to a lack of opportunities for skills development or career advancement. As such, professional growth remains at the top of many employees' minds, and career pathing is a critical tool that you, as an employer, can use to facilitate that growth. Providing them with clear-cut career development requires a commitment to clarifying pathways for growth. Hence, by giving you a clear understanding of your employees' needs and aspirations, career pathing can also make internal recruitment and succession planning much easier. In this deck, you'll understand why you should prioritise career development for your team. You'll also learn • The benefits of career pathing to your team • Four (4) proactive steps you can take to create an effective career pathing • The crucial role of career pathing in your organisational success.

Cracking the 'Career Pathing' Slideshare

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Welcome to my Personal Brand Exploration Presentation! In this engaging and insightful presentation, I take you on a journey to discover the essence of my professional identity as a digital marketer. Through a blend of visual storytelling and strategic insights, I showcase the key elements that define my personal brand and highlight my unique value proposition in the digital marketing realm. In this presentation, you will: Gain an understanding of the objectives and significance of personal branding in the digital age. Explore the core values, strengths, and passions that shape my professional persona. Witness the creative process behind developing a cohesive visual identity and brand narrative. Learn how I leverage my skills, experiences, and aspirations to create meaningful connections with my audience and stakeholders. Discover the strategic approach I take in aligning my personal brand with industry trends, market demands, and future career goals. Whether you're a fellow digital marketer, a potential employer, or simply curious about the power of personal branding, this presentation offers valuable insights and inspiration. Join me as we delve into the world of personal branding and unlock the potential of crafting a compelling professional identity in today's competitive landscape.

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