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Agile is a Change

It’s more than 20 years since Agile Manifesto and some organizations still take Agile as another process or tool. But it can’t be farther from reality. We try to explain that it’s not about “doing” agile but “being” agile. That it’s about changing the way of working and thinking, the overall mindset. But companies are often looking for shortcuts and searching for simple solutions. Rename some processes, create a new role, or buy a different tool. Though that could be useful, it’s not the core of the change.

But let’s start with who should be driving the transformation and who should be implementing Scrum in the organization. Surprisingly for many people, it’s not some manager but someone who has their own experience with agile, scrum, self-management, and end-to-end cross-functional teams – the ScrumMaster. Indeed that person should be an experienced agile coach who is ready to demonstrate leadership and take ownership of a change, working at the Entire System level of the #ScrumMasterWay concept.

There are many concepts that they should be familiar from System Coaching (i.e. ORCS) to classical change management i.e. (Kotter’s Eight Steps of successful change). But in a nutshell, you can start a change with the following steps:

Why – create a sense of urgency – Why is it important to the organization? What will happen if we don’t change? Unless you can create a sense of urgency, the change is unlikely to be successful. Do others see it the same way? Do they feel the same need?
Who – find your allies – Identify the supporting team that will support you and helps you to implement the change. It can be the group of ScrumMasters, but it’s not limited to this group. You are looking for enthusiasts who would be willing to invest their time and name into promoting the change.
Vision / Dream for a change – Do you have a dream of the future? In a year from now, where would you like to be with this organization/group/team?
Communicate. Communicate. Communicate. And then again. Communicate. It’s a new way of working so one presentation will not kill it.
Celebrate success – don’t forget that it’s not processes and practices but the success that scales. Make it visible and don’t forget to celebrate each successful step. Instead of focusing too much on what we are struggling with, start with what is working well and make sure it sticks. The rest will be improved step by step.

Sustainable Agility

One of the very common questions people ask is why companies are failing their agile transformations and what do we need to do to create sustainable agility? Let’s start with the most common mistakes. The first one is starting the change without creating a sense of urgency. If you don’t know why you need to change and what happens if you don’t change, there is only a little chance to be successful. Unless you know why you are changing the way you work (to be more agile, Scrum, or Kanban), then don’t do it. Neither Agile, Scrum, nor Kanban is your goal. They are just some sort of a ‘walking sticks’ helping you on your journey to success. You need to have a higher purpose defined which will be stronger than people’s individual goals and therefore unify them along the way. There needs to be a strong sense of urgency in the environment. Being different or implementing agile is not enough. There is another reason why the real strategic reasons need to be defined and that’s because those are exactly the metrics you need to measure to know if your transformation was successful. For example, if the real business reason for a change was to increase flexibility and fasten your learning, that’s how you can measure the success of the agile transformation. Neither velocity nor number of retrospectives matters.

The second most appealing way how to fail is to copy what someone is doing. Take their current way of working as a strict process and call it the only right way. When it worked somewhere else, why shall we take a hard time trying to invent it ourselves when we can just apply it as it is. Let’s rename it to some fancy name and fix it. It usually starts with a big push from the top and has often wrong expectations from such a change. Being Agile is going to be hard, you might not see the results right away, and renaming a few roles and departments would not be enough. You need to experiment and develop your own way of working. Only then you get the right habits and mindsets. MyCompanyAgile, nor Agile2.0 will help you.

To create your own flavor of the way of working, you need to start from the bottom, get experience from the teams, learn on the way through your own failures, do experiments, and have the courage to do things differently. Turn the organization around and build it based on the cross-functional teams who can actually deliver value end to end. Be business value driven, customer-centric. At some time, when you get used to this way of working at the team level and can imagine what needs to change in the business, systems architecture, and multiple team picture and you might need to get ready for the next step of scaling (implementing the agile way of working to larger products and ecosystems) and eventually the overall system of business agility (changing the way an organization operates, it’s structure, culture, and organizational design).

In summary – reflect, create a sense of urgency, experiment to find your own way, start small at the team level, and only once it works scale it through the entire organization. There is no silver bullet, you need to create your own way of working.

Agile Mindset

We talk about changing agile mindset for years now, and it’s hard to describe. People who are far from being Agile are often saying “That’s what we are already doing, so what is this buzz about Agile about?” or “This will never work in reality, Agile is only for unicorns.” So let’s see how that agile mindset is changing.

Delivery Focus

At the beginning of the Agile journey, it’s all about output. The delivery is the key. People care about efficiency, measuring velocity, estimating effort and complexity using Story points, T-shirt sizes, drawing Burndown charts. “How can we deliver faster?” is the most common question. People want to measure everything. They still believe the work which needs to be done can be analyzed and planned, so they create mini ‘stories’ aka business requirements with all the details specified, often using acceptance criteria to add even more details and make it even closer to detail specification as they’ve been always creating. They also believe that we only need to follow the plan and deliver everything as described as soon as possible to be successful. Nice and simple world. But that’s not what Agile is about so you can freely forget most of the practices mentioned above. They might be better than some other from pure traditional world, but most of them have nothing to do with being Agile. It’s just ‘fake Agile’. On the other hand, most of the people couldn’t learn how to dance overnight, so a bit of ‘fake Agile’ might be a good step towards the mindset change. To be fair there are some aspect teams need to master at this level, mostly going back to the XP (Extreme Programming) like continuous integration, shared code, TDD, regular refactoring, and pair programming or mob programming. Without those, nothing else will work.

Strategy Focus

The more you apply the agility, and aspects like self-organization to raise empowerment, cross-functionality to be business value driven, and frequent product reviews to be customer-centric, the more your focus turn from delivery to the vision: Why are we doing it? For whom? What makes it different? What is the value? How are we going to change the world? People start to see that delivery is important, but just as a prerequisite. And it’s definitely not about delivering faster (when there is a risk we go to the wrong direction). Instead, it’s about maximizing value, which actually can be achieved by delivering less features than you were used to do before. 80% of the value is only in 20% of functionality, and it’s not distributed linearly. The million-dollar question is how can we know this item brings value. The answer is surprisingly simple: Feedback. You can start with the implementation of Scrum. Short Sprints help teams to focus value delivery through defining Sprint Goals, cross-functional teams enable fast feedback on the value delivered from customers through regular Sprint Reviews, and good Product Owner brings decent business knowledge and creates a relationship with customers so the feedback makes sense. Practices like User Stories and Story Mapping, which are by definition customer-centric and value-driven (if used how they are supposed to be) are useful concepts to start a conversation about the business value. At this stage, people believe that if they have a good vision, and understand the customer well, they are going to be successful. Sounds great, the only weak point is that often that’s not enough in nowadays constantly changing the world.

Impact Focus

Finally, the last stage of the Agile mindset change is acknowledging that we don’t know where the value is, we can’t analyze it, we can’t plan it. All we can do is to iterate and inspect and adapt. This stage is finally where we stop pretending we know where the value is, and start heavily experimenting. Note, that 80% experiments must fail by definition, so you need to run very small tiny reality checks which are expected to be opportunities for learning. Teams learn fast from day to day failures, always looking for better ways, and when every experiment goes as they expected they take is as an indicator of lack of transparency, honesty, and relevant feedback. All over radical transparency is their best friend, empowerment doesn’t stop at the at the team level but goes through the entire organization, and emergent leadership is the key engine to creativity and innovations. The organization is purpose driven and do whatever it takes to achieve it. The delivery at this mindset stage is needed but is quite unimportant. It’s like walking. You would say you need to walk to get somewhere. But if you don’t know where the ‘somewhere’ is, walking no matter how fast only makes you tired. At this stage, it’s not even about a strategy that much as the strategy is emergent and changes depending on the feedback. It’s all about if the outcome we produce created impact. If you know what do you want to achieve, you can measure if it’s happening. The sooner the better. Impact Mapping is a good tool to start. You don’t implement functionality because you know how to implement it, nor because someone believes or say it is a good thing to be done. You do it, to achieve your goal. If you have any evidence that the impact you need to achieve it is happening, you continue. If not, you stop and find another assumption to test. If you think about it, this is a very different way of prioritization, working, and thinking. That’s the real agile mindset. Once you embrace such a way of working, you are truly Agile.

Onboarding and Recruiting

It’s important to realize that the employee experience starts already before the day one during the recruiting process. In agile organizations where hard skills and past experience are not that important we often focus on cultural mix, mindset and ability to learn instead. We used to have a hard programming test for our candidates. It was so hard than our regular employee would not pass it. And it didn’t tell us much as what we really need, were people who can collaborate, learn new things fast, and were flexible. So instead, we started to ask them about what are they passionate about, what they did, what they like to do. We changed the whole process to allow people find their roles, not hire for fixed roles. You can imagine how hard it was for recruiting agencies. Give us the position description, how many years of experience they need, master degree, what technologies they asked us. But we didn’t really care. We were looking for flexibility, and people willing to grow and co-create their roles.

Another important aspect is diversity. For team dynamic is good to have a mix of different profiles. For some roles we did MBTI, and TKI during their onboarding to help team understand people’s typical behavior during decision making, and conflicts. And you can be more creative than that. Very agile organizations are often inviting candidates to join them for a day so they can experience how it is to be part of the organization, and also hear from the team perspective, what is the candidate like. Recruiting is like dating. Some other agile organizations are even doing team hiring event, where they invite all candidates for the role – for example ScrumMaster or Product Owner to spend a day together and simulate the typical day. It’s transparent for both sides, and very revealing about the way how they react in different situations. In general contact before the day one is always encouraged.

Onboarding then can start by pair working, where the new person is not only introduced to the processes and products but also to the people and teams. We always have focused on the values and culture during the onboarding. Some organizations are creating a handbook for new employees to share with them who they are, but I believe becoming part of a team and a larger ecosystem and getting a mentor who can help people start is always worth of. It helps new people to create relationships and become integral part of the system. Time invested into people development always pays back.

Positions and Career Path in Agile Organization

Considering the shift from siloed based departments with subject matter experts focusing on their specialization in traditional organizations to more general cross-functional teams where members combine different skills to maximize the value in agile organizations, there is a trend to generalize positions and flatten the career path as the hierarchy got less important. Agile organizations are moving from fixed detailed positions to t-shaped skill positions or even no-positions at all, with emergent roles depending on the actual need. They abandon the skills based positions and creating a competence based model where employees are deciding what is their journey going to be. We optimize for flexibility and career mobility. The reason for such shift is again dealing with VUCA challenges as the world becomes too volatile, uncertain, complex, and ambiguous for pre-defined skilled based roles. Agile organizations need flexibility. They need to react fast on any changes in the business environment, are there new competitors offering different value, are there new technologies emerging, are there new challenges in the market, those are just a few questions you can ask. But there is no doubt that the world is not the same anymore. To deal with changes and support the people growth, Agile organizations invest in developing coaching and mentoring programs, and encouraging the internal workshops led by employees where they teach each other.

From my experience, from organizational design perspective, the hardest to imagine is the flat structure where leadership is emergent, and no fixed positions even exists. People are developing roles for themselves based on the current situation and needs, teams are forming around business challenges and adjourning once the challenge is solved. It’s a liquid structure. Very flexible, and very purpose driven. It’s one of those things you need to experience to be able to believe in it. And that’s a chicken – egg problem. What helped me was the experience from our Scrum teams, where I could see how self-organization works at the team level. And then applying it to large ecosystem was simply just using the same skills I was used to apply at the team level. In such environment where people take over the ownership and responsibility for doing their best to maximize the value and achieve the purpose, the detailed positions become irrelevant as teams are cross-functional and individuals t-shaped skilled. Then you can freely remove them, as they are not needed anymore. Quite straightforward. The culture and mindset goes first, the practices will follow.

Now if my last paragraph was way too far for you, the first small step you can start with even in very traditional environment is to shift from managing individuals to team collaboration. The more they collaborate, they develop the T-shaped skills for each individual. It still doesn’t mean that every single person can do everything the same way as anybody else, but they can actually help each other, they can review and test each other’s work, and they understand the whole little by little. T-shirt are not taking too much effort and are creating a ground for forming cross-functional teams. Once you have a cross-functional team, as first step, you can shift from skill-based roles which are not applicable anymore – like tester, software developer, UX designer, business analyst, etc. to general roles – i.e. team member, engineer or as Scrum call is ‘developer’ (note in Scrum we don’t mean ‘software developer’ but ‘product developer’).

It’s not that hard. Collaboration is fun and t-shaped skills are going really fast. On that journey, detailed positions becomes very soon redundant, and soon after, the career path will reflect the dynamics of the organizational design. People in such organizations are not motivated by given career ladder. They care about their opportunity for growth and personal development.

Time to Change Performance Review and Rewards System

I wrote here about the need of changing the HR in agile organizations. Agile HR helps organizations to adapt their culture to be more creative and collaborative and less control and compete oriented. They are here to create best employee experience from the first contact, through day one, support their growth, motivation, and increasing their value to the organization. And once you embrace such collaborative and creative culture, it’s time to redesign the performance review and overall evaluation process. The individual KPIs created by managers for upcoming year becomes irrelevant as the people are inspecting and adapting not only of what they deliver, but also what their roles are as those are changing depending on the needs. Some organizations are going towards team created and measured goals (like OKRs) but the others are removing any fixed goals with exchange to the radical transparency and strong evolutionary purpose. That’s where we talk about team organizations.

If you are not there yet, any type of the 360s, like Comparative Agility, Agility Health radar etc. can be a good start. It helps to start with receiving feedback and learning based on that. We are shifting from management feedback and ranking to self-assessment, peer-feedback, and coaching for growth with regular check-ins. I remember that the biggest shift happened where we stopped evaluating and started coaching people. Help them to design their own journey. We made organizational goals transparent and let teams and individuals to create their own goals. Together with a strong sense of the ownership, it helped to feed the motivation.

Finally the last step is to change the rewards and bonus system. It’s only possible if you already created a culture based on collaboration, transparency and purpose driven. Removing the detailed positions goes hand in hand with changing the evaluation system. The peer feedback is flowing there and back on a daily basis, most of the teams would be running their regular retrospective to improve, and help each other to grow. Most of the agile organizations are shifting towards higher base salary with no variable part as they realize that money are more demotivating factor at the end of the day. In creative complex world incentives for tasks are not really working. So that organizations are decoupling financial rewards from individual performance. If there is any bonus it’s more at the overall organizational level, split to the teams and allowing them to distribute it themselves, then given by the KIPs evaluations or decided by management. Some organizations go further on and make salaries fully transparent to everybody. Such level of transparency is a good review system as any inconsistency is visible to everyone.

Agile organizations focus on rewarding people behavior, and learning, over just doing your job. They realize that flexible working hours, self-selection of work, unlimited vacation, work from any place on the world, etc. are better motivation factors than your salary and bonus.

It’s all very different world. And it will not shift overnight. So start small, and inspect and adapt from there. The very first step is to get awareness about what culture you have in the organization and what is the desired culture. You might need a good communication, facilitation, and coaching skill to be able to help your organization to reflect that way, but that’s only the beginning. It’s all about changing mindset. Grow that mindset first, the different practices will follow.

In a summary, Agile HR helps organizations to change their culture to be more creative and collaborative and less control and compete oriented – we build organizations around motivated individuals, involving them in co-creating their journey. Agile HR focuses on the best employee experience from the first contact, through Day one, support their growth, motivation, and increasing their value to the organization. It’s not about processes but a different culture, different mindset.

Top 10 Agile conferences to attend in 2023

Every year I speak at many conferences and based on my experience I recommend some places to go for inspiration. Here is my list of the Top 10 Agile conferences to attend in 2023. It’s not my intention to cover them all, I’m sharing places where I like to return. Inspiring places with interaction, high energy, and great speakers.

Business Agility Conference is one of my favorite conferences every year. Two days full of stories from organizations on their agile journey by executives, practitioners, and thought leaders. Join us in NYC on Apr, 26-27, 2023.
AgilePrague Conference is definitely one of the best conferences in Europe. In two days, it creates a unique collaborative space. Two tracks with short talks, and inspirational keynotes. Join Agile Prague on Sep 18-19, 2023, Prague, Czech Republic.
Agile Testing Days is Europe’s greaTEST Agile Testing Conference. Join Agile Testing Days on Nov 13 – 16, 2023 in Potsdam, Germany.
Scrum Australia Sydney is another conference in an awesome city with awesome speakers. Join Scrum Sydney 30-31 March, Sydney, Australia.
LeSS Conference is for practitioners. Since 2016, LeSS Conferences is where LeSS Practitioners share their LeSS experience and learn from new experiments. Join this year’s conference in Berlin on Sep 27-28, 2023.
ScanAgile is one of my favorite conferences. This year is planned for March 28-29, 2023 in Helsinki, Finland.
Scrum Day Colombia has a great program this year and it’s definitely worth visiting. Join Scrum Day Colombia on 24-25 de March 2023.
Agile2023 conference brings agile enthusiasts together every year to share experiences and make new connections. Join passionate agilists from around the world to learn about the latest practices, ideas, and strategies in Agile software development from the world’s leading experts, change agents, and innovators. This year it’s on July 18-22 in Orlando, Florida.
Agile on the Beach is a great event to attend and explore the summer in Cornwall, UK on July 6 – 7, 2023.
XP 2023 is the premier Agile software development conference to combine both research and practice. It is a unique forum where Agile researchers, practitioners, thought leaders, coaches, and trainers get together to present and discuss their most recent innovations and research results. The theme for XP 2023 is Whole Team Sustainability. The conference is planned on June 13-16, 2023 in Amsterdam, The Netherlands.

The selection is based on my personal preference and experiences from those events.

Other conferences to consider this year

There are many great events that didn’t make it to this list, so please share your suggestions with us and we add them to the following list.

Psychological Safety, Motivation, and Growth

In my previous post, I was writing about the need for awareness of what is happening in the organization. Looking deeper into the culture, safety is a prerequisite of collaborative environments. Without it fear of failure will take over and people stop experimenting and try new things and start hiding behind roles, rules, and processes. The level of psychological safety correlates with team performance – people need to have trust that they won’t be punished when they make a mistake. One of the famous studies done by Google in 2012 on teamwork and team performance – Project Aristotle – identified that psychological safety is the most important for a team’s success. Creating safety is key for motivation and if your environment is not safe enough, no agile can be successful there. Agile and Scrum teams address the safety issue by operating in very short iterations. Even if the entire iteration fails, it’s so short, that it won’t create any huge problem. We can still learn and improve. At the end of each iteration, there is a time to reflect, inspect, and adapt via regular retrospectives. It’s not about being perfect and never fail. But in agile space, we take failure as a good thing – an opportunity to learn.

It’s interesting how some organizations are almost freaking out when they hear about learning through experimenting. I guess they imagine the experiment as something big, like the whole product. No surprise they are afraid to fail the entire thing. But experiments in agile are small and tiny steps. In the nowadays world, there is no clear solution exists. Problems we are mostly facing can’t be analyzed, planned, and delivered according to that plan anymore. The plans are failing. For that, most of our problems are too volatile, uncertain, complex, and ambiguous. In the VUCA world, we can’t just say what needs to be done because we don’t know how to solve it yet. However, what we can do is an experiment, try different options, and learn from feedback. The three pillars of empiricism are transparency, inspection, and adaptation. And empirical process core for an agile environment.

The other interesting shift we are facing in agile organizations is about motivation. Traditionally organizations focused on extrinsic motivation factors where a reward is used as a motivator for specific activities. Already from school, we are stimulating the fixed mindset where people believe their basic qualities, like their intelligence or talent, are given and talent creates success without effort. On the other hand, in agile organizations, we rather focus on intrinsic motivation, where we believe that people do the work because it’s internally rewarding. It’s fun and satisfying. In agile environments, we stimulate the growth mindset where people believe that one can always improve, or exceed their natural talents. Now let’s pause a minute here. How do you motivate people? What is your organization doing? Is it more extrinsic motivation (money, bonuses, gifts, …) or intrinsic factors (purpose, autonomy, environment, …) ? Do we believe they are creative and smart and can learn what is needed from them? Or do we approach them more as machines?

All we need to do is to create a good learning environment, help people to be confident, and deliver continuous feedback. And here is the role of leadership and specifically HR in an organization. Agile HR is here to help create such an environment that is safe to fail, rewards learning, and builds a growth mindset. It seems to be simple, but in reality, it’s often where organizations are failing.

To assess your environment, you can ask a few questions:

Are goals clear to everyone?
Do you believe that the work you are doing matters?
Do you expect team members to take accountability?
Can you trust team members to do their best?
How comfortable do you feel taking risks on the team?
How comfortable do you feel depending on your teammates?

Remember, the level of psychological safety correlates with team performance, so it’s a good place where to start your business agility journey.

Agile HR: Start by Getting Awareness

As organizations are changing the way they work, their need for overall business agility is growing. Different departments are trying to not only implement the agile frameworks and apply Scrum or Kanban to enhance their capabilities to deliver value but also completely redesigning their function and AgileHR is one of those departments which requires a radical shift. You need to change the way you look at things and approach things. Agile requires a different culture that is team oriented, and much more collaborative and creative. As many practices organizations currently use for Recruiting & Onboarding, Positions & Career Paths, Performance Review & Evaluation, and Rewards and Bonus systems are individual oriented, and are coming from competing and controlling cultures, the change is inevitable. The higher level of business agility is in the environment, the stronger pressure is for changing the practices as well. So what is HR role in the agile space?

We can say that: “We build organizations around motivated individuals, involving them in co-creating their journey.” Agile HR focuses on the best employee experience from the first contact, through Day1, supporting their growth, and motivation, and increasing their value to the organization. It’s not about processes but a different culture. We simply create environments enhancing collaboration, co-creation, innovations, and creativity. Very different from what HR role is in traditional environments. I see HR as the core of the transformation. They need to allow it to happen, they need to support that shift.

Every change needs to start with awareness about the current and desired stage. What is our current culture? What are our values? What is the current level of safety? What is the engagement of people? Do we understand employee satisfaction? Are they promoters?

If you look into the ADP Research Institute Global Study of Engagement “Only about 16 percent of employees are ‘Fully Engaged’. This means 84 percent of workers are just ‘Coming to Work’ instead of contributing all they could to their organizations.”

Be aware of those things is a good starting point. Many organizations start by measuring engagement on yearly basis. And it’s a good start. Having the ability to compare results not only to the global data but also to your company trends. But if you start doing it, two interesting things usually happen. First – people start complaining that they have to fill in too many questions at one time, and second that once you start digging into the data and trying to inspect and adapt based on that, people start telling you that their responses are not particularly valid anymore – for example, there was a lot of stress in December, but now, in January we feel we are fine, etc. So sooner or later you realize you need to do such surveys more frequently, and also in a distributed way. The good news is there are many tools that can support that need. I have experience with using Officevibe which is designed to ask one question per week and that way is giving you more frequent data points and trends so you can make it actionable. It’s easier to be measured and you can see the impact of changing the practices right away.

Join the 10th anniversary of the Agile Prague Conference

I started organizing a conference because I wanted to bring interesting people to the Czech Republic, to Prague where I live. I wanted to give people here some sort of feeling of what it means to be agile across the globe, how different organizations do things, what is a hot topic nowadays in the world, and give them an opportunity for two days to learn from the best agile speakers.

The first year we started small and run an experiment as a track of the WebExpo conference and because people liked it, we decided to start a full dedicated conference called Agile Prague. This year we are celebrating a 10^th year anniversary. I guess time flies.

Agile Prague is always on Mon-Tue in September so you can enjoy the weekend in Prague and connect pleasure with a bit of learning. We start creating a program already in January, while I speak & travel for different events, I also search for interesting speakers and inspirational stories so many of our speakers are joining on our invitation.

This year you can join us on Mon-Tue Sep 19-20, 2022. We are having two parallel tracks of short practical talks, where people can deep dive into the topics during the open space each day. The entire conference is in English and the topic is “Sustainable Agility”.

To give you some idea about the program, we have several keynotes presented this year:

Alexey Krivitsky and Roland Flemm will help you to “Improve Transformation results in corporate organizations with Adaptivity that fits”. Many organizations struggle to adopt agile in a way that delivers on its promise to make the company fast, flexible and efficient. Alexey and Roland created a model called Adaptivity Fit, that helps you to create a map to guide your agile transformational journey.

Boris Glogger is in the Agile and Scrum space almost forever. I was in his Scrum class many years ago and I still remember it. During the conference, he will share his experience with us presenting his keynote “Let’s do it again – the role of agile consulting for a sustainable world”.

Evan Leybourn will explore “The Shape of Agility” and what it takes to build the organization ready for no matter what the future brings. Evan is the co-founder of Business Agility Institute which has the best collection of curated content about business agility.

Pat Guariglia will talk about “Quiet Resistance | An understated force”. Change is hard. Transforming to an agile mindset, environment, and way of working is always challenging. Could agile transformations be challenged with something more basic and fundamental, something more core to human behavior? The success of agile depends so much on social interaction and collaboration.

Richard Cheng and Karim Harbott will close the conference with “What is Business Agility and Why It’s Important”. Richard and Karim explore why business agility is critical for our teams, organizations, and leaders and why they need to understand the concept and values around Business Agility.

And together with them, we are bringing over 30 awesome speakers from all around the world.

Join us at Agile Prague Conference Sep 19-20,2022 agileprague.com.