Why is it that some teams are more productive, resilient or just have more fun than other teams. Why do some companies seem to meet with success after success while other companies struggle just to stay solvent. Why are some workplaces sought out by potential employees and others suffer from constant turn over? One of the common threads in the answer to all of these questions is ‘organizational culture’, or how the teams work, talk, think and evolve. When two or more people work together their interaction creates an over-arching system with its own intelligence, energy, language and norms. The importance of culture cannot be overstated; it permeates everything. Driven by the people in the system, supporting the work and output they create the how well Lean and Agile practices and principles fit the culture and how much the culture can shift to accommodate the new practices is often times the ultimate determining factor for the success of the introduction of thinks like Scrum or Agile at Scale in an organization. In this session we’ll take a look at high performing teams and unpack some of the facets therein. We’ll spend some time discussing the roles of leadership and management and their influence on culture. Finally we’ll look at what characteristics that tend to assist and further Lean | Agile thinking and practices and how to deliberately cultivate and grow them. Who Should Attend Leaders, managers, change agents and team members that are interested in building a higher performing team/division/company where getting people to be accountable and owning the work they do and the process they follow. Leaders at any level of a traditional org structure that feel that in many instances people are ‘over managed and under led.’
