Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Ole Jepsen

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This document discusses creating ownership and balancing priorities. It mentions Ole Jepsen and goAgile in relation to ownership. Elastik/Båthorn also appears but it is unclear how these terms relate to the overall topic.

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Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Ole Jepsen

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A Chapelaria, empresa do grupo Malagueta, realizou dia 15 de Setembro de 2016, o primeiro workshop HDEC: a fórmula humana para a inovação. O workshop foi ministrado por Fernanda Romano, profissional reconhecida com diversas condecorações profissionais, listada entre as 100 mulheres mais influentes da Comunicação pela Ad Age, cujo trabalho foi selecionado pelo TED entre os 10 Ads Worth Spreading em 2012. No workshop, Fernanda defendeu que, atualmente, empresas de melhor desempenho são formadas por “hackers”, designers e empreendedores, mostrando àqueles que desejam navegar o mundo de hoje que, para ser bem sucedido, ou mesmo para continuar no jogo, é preciso criar maneiras de transformar estruturas sagradas. Os participantes tiveram contato com o framework de trabalho das empresas mais modernas do mundo e o propósito foi de provocar a todos para que aceitassem a necessidade de uma nova maneira de trabalhar: mais ágil, barata e inteligente. O conteúdo do workshop está quase inteiro aqui. Mais informações: chapelaria@malagueta.co

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Here's the video https://youtu.be/OJMiUnfod3A Even if organisations try to follow most of the Agile values and principles, they most often neglect sustainable pace as a substantial part of being Agile. Unhappy, stressed out, overworked and exhausted people are the result. And it's getting worse: Australians worked on average an extra 6 hours per week in 2018, an increase of 1.4 hours since 2016. It makes a difference to be aware of what unsustainable pace looks like; why organisations insist on doing it, even though it doesn't make sense economically; what the causes and effects are; how bad the situation really is; and how an effort to achieve sustainable pace could pay off big time. Agility is not achieved by organisations because of working unsustainably, but—on the contrary!—because of striving towards sustainable pace. Sprint after sprint after sprint? Burning the midnight oil? Competitive company culture? Always available thanks to tech? No focus thanks to distractions? It's a trap to think that this is good or necessary. It is not. Treating sustainable pace as a first principle in an Agile context again wins in the long run over any attempts to taking short-cuts aiming for short-termed gains.

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