Heart of Transformation Agile Bodensee

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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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Many organizational changes founder and plod toward uncertain and disappointing results. Why? Because most most change processes assume a simple step-wise approach to a complex issue. Complex change requires leadership that connects, recognizes that emotional responses matter, and change can't be driven, only supported. --------------- About Esther Derby   I consult with you to help you develop a holistic view of your organization and take action to achieve optimum success. I coach you to boost your effectiveness and confidence as a manager, and I deliver workshops that bring insights to life, build skills, and engage your people in learning.   If you have questions about my services, contact me to schedule a free initial conversation. I'd be delighted to share my thoughts with you and learn about your company.    Phone: +1 612.239.1214   Email: esther@estherderby.com    Visit my website (www.estherderby.com) to learn more about what I do, browse my blog and sign up for my free email newsletter.

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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.

How to Use your Emotions - Scrum Gathering Belgrade 2021

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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.

If agile is the solution i want my problem back

Olaf Lewitz

"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.

Leading with:in Tension Scan-Agile

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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.

School of Product Ownership: Own Your Product as if it Mattered

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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.

Leading with/in Tension Agile in the City Bristol

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Leading with/in Tension

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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.

Surprisability - AgileEE 2017

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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

Olaf Lewitz

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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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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