Abstract: We've seen the presence of Agile growing in many non-IT industries. Now we know some cases in healthcare, recruiting, education, military, legal, wine production, nuclear plants and even things such as an Agile Marketing Manifesto.
That's a clear sign that Agile has demonstrated some success in its adoption in IT industry and now it's become mainstream, being part of executive and c-level conversations. But this fact raises some questions:
- Is this really Agile what they're doing? Or is it Lean? Or just an abusive use of the buzzword?
- Do we really understand what agile means and how to adopt it at other industries?
- Why is this happening now and what are the tradeoffs on this phenomenon across the world?
- How does it impact organizations, what we should be prepared for within the next few years?
- What have we learned from our experiences of Agile beyond IT?
- What are the next steps for the Agile organizations and how do future Agile organizations look like?
Those are some discussions we'd like to bring to consultants who want to work in this market and leaders from those non-IT industries in this talk, helping them to understand how an organization will adapt itself to be more Agile within the next years, and how Agile was adapted to work at those environments.
Learning Outcomes: - To learn and think on how Agile is shaping the organizations of the future and leading those organizations to deep transformation journeys
- To have a clearly perspective on what should work and what shouldn't when it comes to an agile organization
- Agile can work outside IT. As a matter of fact, it's a return to its origin
- Agile/Lean are adequate ways of working with creative/knowledge work in today's and future's business environment. It enables collaboration, learning and sharing knowledge with scarce resources and professionals to achieve effectiveness
- Agile is a means, not an end. Keep the values and principles, adapt the practices. Good approaches and practices for Agile beyond IT (Lessons for Consultants/Coaches)
- Relevant impacts of Agile in organization's structures (roles, salaries, bonus, budgeting, governance) and culture (Lessons for Organizations Leadership)
- Agile is not fit for repetitive/procedural work. Suspect when you see it there
Attachments:
