Microsoft PowerPoint - Fabrice Bernhard-Theodo Keynote V2

The Manifesto for Agile Software Development was put together by a group of developers at a ski resort in Utah in 2001. It contains four simple but powerful value comparisons: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to

Helping stream-aligned teams achieve this high rate of flow are enabling teams (which identify impediments and cross-team challenges, and simplify the adoption of new approaches), complicated-subsystem teams (if needed, to bring deep specialist expertise to specific parts of the system), and platform teams (which

Mandating specific practices on people and teams is an antipattern. As Martin Fowler, Chief Scientist of ThoughtWorks and Agile Manifesto signatory, put it in 2006: Imposing a process on a team is completely opposed to the principles of agile, and has been since its inception. A team should choose its own process—one that suits the people and conte

Agility needs to emerge in an agile way. Empowerment, experimentation, respect for people, self-determination, learning, everybody bringing their brains to work and continuously improving how they do what they do, are core tenets of an agile and lean mindset. The work itself is emergent and so is improving the system of work for that work.

As we make the jump to the Fourth Industrial Revolution driven by the technology, we have to change how we work together. Creativity and innovation needed are more likely to bubble up than to bubble down. Diverse customer needs and diverse technology components require equally diverse teams, at every level of your organization, who can collaborate,