Justyna Wykowska

I see Agile being used as synonym of Scrum even though Agile is more of an umbrella where Scrum is just one flavour of getting there. Many inquiries show that Scrum is the most used Agile flavour in the world and I’m here to tell you to stop that movement unless you truly mean it. Let me guide you through some basic elements and help you evaluate if you and your organisation should ditch Scrum or not. Help you recognise if you are truly a Scrum Master or rather a Scrum Novice. And much more.

“Far, far away…Customer exactly knew what he needs…Team exactly knew how to build it…And nothing changed along the way.”
Life would be so simple if that fairy tale was true. However, if you don’t live in the magic kingdom, then you struggle with problems of lack of communication, requirements change, dependencies, delays and politic. I can’t promise you a simple cure for all these problems. What I can do, is to show you the three main reasons behind them and what you can to address them.

You are more powerful and able than you usually give yourself credit for. That’s what The Responsibility Process® shows. The Responsibility Process is a natural pattern in our minds (discovered, documented, and perfected over the last 30 years) that fuels human growth and change (i.e., agility). It shows how we stay stuck or grow to overcome challenges. That makes it a potent self-leadership tool for taking ownership. You can put The Responsibility Process to use to produce results that matter while claiming the freedom, choice, and power you deserve. Leaders and coaches worldwide find The Responsibility Process priceless in their own life and work, and in building powerful teams, leaders, and cultures.This presentation promises breakthrough information and inspiration for all.

Many of us are operating in an organization that has a very complex structure and there is a reason for that! This talk is there to explore some of the reasoning behind the structures you are in. We’ll end the talk with a kind of fishbowl to explore options to get out of an endless loop of nut-ness.

Many talented and qualified people have attempted to come up with a consolidated view of how organizations should be modeled and behave in order to best reap the benefits we now know can be reaped at the team or project level. Terms like “Management 3.0”, “Radical Management” and “Fourth generation Management” are swarming the Internet. Does the world really need yet another definition? How come we – three humble Scrum trainers from Scandinavia – think we can make a difference? And what is that difference?