Sociocracy: Leveraging Agility in Your Organization
Sociocracy is a way for groups and organizations to self-organize. Based on four principles only (self-organizing teams, shared decision making based on consent, double-linking, and electing people to functions and tasks), sociocracy provides a path for existing organizations toward empowerment and self-responsibility on all levels. It enables managers to become agile leaders. Different to comparable models, sociocracy allows companies to start where they are – with their existing organizational structures and the like. It seems to be a perfect fit for organizations which are in the need to be agile truly (due to market pressure), beyond their IT departments and software teams.

Toward a learning organization with agile development
XP and Scrum exist meanwhile for more than 20 and the Agile Manifesto for more than 15 years - it's about time to draw some conclusions. After in the late nineties the early adoptors - as usual - collected their experiences, nowadays increasingly the big industrial companies and consulting firms are the ones, who commit themselves to agile development. - With diverse pros and cons as a conclusion. Although the original euphoria is still recognizable, idealism had to give way to pragmatism. Therefore, more and more people recognize that it's neither enough to leave agile development to the developers only, nor to apply it to one single project in a company.
Agile approaches will lead to sustainable improvement, if regarded as a part of a greater whole, which requests better interpersonal skills, taking more responsibility and therefore understanding the idea of a learning organization as the key to success.

Agile Development within the Corporation
Every agile approach takes place within a given context - the corporation. Agile product or project development, especially within large corporation are facing here specific challenges provided by the larger framework. The common departmental structure is often experienced more like a burden than support. As well the organization's structure (yes, and of course as well its culture) can be experienced as being more or less helpful. Yet still, in order to become successful the agile undertaking has to deal with these challenges.

In this session, I want to explore how departments like Legal, Marketing, Sales, yet as well Quality Control, or Operations can support and how can they hinder agility. Despite the challenges, the focus is on leveraging the departments in order to become successful. Thus, involving everyone who is affected early on and making them part of the agile approach is crucial. This session is based on my experiences working in large and distributed corporations. 

Increasing Productivity by Uncovering Costs of Delay 
Fred Brooks once stated so wisely "How does a project get to be a year late? … One day at a time." Lean Development and queuing theories offer help so that this won't happen. The suggested remedy is to implement a steady flow in order to achieve maximum productivity. However, most teams and organizations are far from reaching that goal and moreover it is often unclear which approach leads to what kind of delay. In-depth examination shows how generally accepted concepts such as Definition of Ready, Clean Code, or experts in a team can lead to costs of delay. In this session Jutta presents simple tools and methods for uncovering hidden costs of delay. These tools and methods can be applied in various contexts: In small and large teams as well as in co-located and distributed teams. Using an agile approach will help to make these cost visible.

Introducing Agility into an Organization or: How to become Agile
According to Forrester Research 14% of the enterprises both in the USA and in Europe apply an agile approach and another 19% consider to get started with agile. A lot of companies want to become agile because they regard agility as a promising development approach, not only because the Standish Group is recommending agile development processes for avoiding project failures. Yet, many teams are uncertain about how and where to start in order to become agile. Moreover, transitioning to agile often has an impact in many dimensions that are difficult to foresee. In this talk, Jutta provides insights in how to get started with agile, what pitfalls to watch out for in the transition phase and as well how to ensure that the agile mindset will be preserved.


Get over it! - Overcoming Organizational Shortcomings with Agility
Industrialization is especially well known for division of labor and tasks, as well as for streamlining and (pseudo) predictability. As a consequence this has created concepts like multi-projecting, mixing-up estimation and planning, and ignoring (social) values. The agile value system relies on the one hand on interdisciplinary teams
working on complex tasks self-responsibly and on the other hand on plans that can change fundamentally. Agility leads most notably to sustainable improvement, if respected as part of a bigger movement - a movement that requires acting more and more responsibly, asking for higher social competence and last but not least regarding the idea of a learning organization as a key success factor. In this respect, agility is one piece of a puzzle of the third industrial revolution.