Amazon’s approach to innovation has remained consistent since the company first launched – start with the customer, and work backwards. To support long-term innovation at speed and scale, Amazon’s Culture of Innovation is organized around four interdependent elements: • Culture – be customer obsessed, hire builders, empower them to build fast, and retain a “Day 1″ culture that fosters innovation and surprises and delights customers • Mechanisms – processes and mental models that help turn good intentions into action, and facilitate highvelocity decision-making and execution • Architecture – establish a technical structure that supports rapid growth and change, reduces dependencies, and allows greater access to the technology that helps you builders build • Organization – small, autonomous teams that own what they create, with the right resources to support rapid innovation, nimble experimentation, and a single-threaded focus on their customers

Is the team autonomy really the Holy Grail of agile development practices? What are the drawbacks of unlimited autonomy and what can be done to avoid them? What is the role of leadership and management in this process?

Driving engagement across your teams.

„Nie możemy tego zrobić, bo nie mamy dobrego toola”, „To by trzeba mieć nowy system do raportowania”, „Zawsze to tak robiliśmy” Brzmi znajomo? No dobra, czasami rzeczywiście nie mamy narzędzia, ale znacznie częściej możemy mimo to zmieniać i wpływać na nasze organizacje jeśli zrozumiemy, po co tu jesteśmy i co mamy do zrobienia. W jakim celu, co i jak robimy, a nie w czym. Z pomocą w takiej zmianie zarówno operacyjnej jak i kulturowej przychodzi proces – prawdopodobnie najbardziej niedoceniane i najmniej lubiane dziecko IT. Procesy nie mają dobrej sławy nie bez powodu – każdy z nas miał do czynienia ze źle zbudowanymi, nonsensownymi procesami, które utrudniają i spowalniają pracę czy dokładają obowiązków. Tymczasem dobry, wartościowy i prosty proces przynosi szereg korzyści, pozwala wprowadzić usprawnienia, które nie tylko przybliżą nas do celu, ale przede wszystkim pozwolą wpływać na kulturę pracy w zespole czy firmie. Jak? Tego dowiecie się z krótkiego poradnika, przepisu na procesy, który krok po kroku pomoże Wam usprawnić pracę w waszych zespołach, osiągać cele i zmieniać kulturę organizacji.

Case Study na przykładzie Nationale-Nederlanden – jak w czasie pandemii i pracy zdalnej zarządzamy zależnościami i organizujemy Big Room Planning. Jakie rezultaty osiągnęliśmy do tej pory i jak widzimy ten proces w przyszłości.

Postęp technologiczny ma ogromny wpływ na naszą planetę. Warto postawić sobie pytanie: w jaki sposób my, managerowie IT, możemy przyczynić się do ulepszenia świata? Czy decyzje, które na co dzień podejmujemy – dotyczące sprzętu IT, budowania zespołów i zaangażowania w projekty mają w tym kontekście jakieś znaczenie? Posłuchaj, jak możesz zacząć zmieniać świat za 200 dolarów kwartalnie.

Co powinniśmy brać pod uwagę w kontekście jutra? Nie tylko technologię, ale też biznes, który wspieramy, partnerów, którym towarzyszymy, organizację, którą współtworzymy. „Menadżer IT jutra” potrafi dziś działać tak, by zabezpieczyć otoczenie na wyzwania przyszłości. Tak by jutro być pierwszym partnerem, o którym się myśli w kontekście wspólnego budowania organizacji i biznesu. W ten sposób, zabezpiecza też „swoje” jutro zawodowe. Tyle, że jako efekt swoich działań, a nie ich pierwszy cel. Zapewnia popyt na swoje usługi, a w konsekwencji otwiera sobie drogę do wyboru projektu, obszaru, a nawet pracodawcy, czy przyszłej roli. Menedżer IT jutra, to współodpowiedzialny partner, nie dostawca. Solidna opoka i przewodnik po świecie technologii. Myśli o jutrze każdego dnia. A o czym konkretnie?

Historically companies invested a lot of time, resources and money in building a new product, and sometimes only to find out …that it doesn’t work. With the design sprints you can answer critical business questions through design, prototyping, and testing ideas with customers within just five days. The workshop includes a full day of experiential training and mentorship to help plan a design sprint.

{In the trailer guy voice) In a world … of “digital” product management, one question is constantly being asked – is ITSM still relevant? The answer is “yes, but not in the same way”. If you’re interested in finding out why, join Akshay Anand (Product Ambassador, ITSM) to understand: How service organizations are changing their ways of working Why the role of Service Management needs to change (and how) How these trends are reflected in the ITIL 4 “High Velocity IT” publication

Back after a standout session at last year’s conference, Andrew Tarvin returns to take us deeper into developing our skill of humor. The truth is that you are far more capable than you think. The question isn’t, “Are you funny?” The question is “What kind of funny are you?” By combining top communication theory with science-backed research and a whole-heckuva-lotta comedic trial and error, we’ve discovered the 7 humor profiles anyone can leverage for creating humor that works (that won’t get you cancelled). In this session, you will: -Discover why humor is desperately needed in the new normal -Learn about your personal humor style -Identify ways to turn laughs into leadership

2020 was year of massive disruption for organizations. We overcame much, and we accomplished much. But one thing has become clear: Digital Transformation and the Covid pandemic haven’t so much changed the future of leadership, but rather exposed just how irrelevant traditional leadership thinking is going forward Traditional leadership models focus on what we do as leaders. What’s missing is who we are. Leaders must renegotiate their relationship with three foundational elements. This session will challenge those relationships and encourage attendees on their path to Leadership Excellence.

O sekretach allegro.. Jak działamy w IT przy ciągłych wzrostach organizacji, współpracy z inwestorami, wejściu na giełdę. Jak dbamy o naszą kulturę organizacyjną, co pozwala nam działać efektywnie i skalować nasze rozwiązania… Mamy na to swoją receptę, swoje „sekrety”, które pozwalają się nam skalować.

Zarządzanie lejkiem sprzedaży w chmurze – case study wdrożenia systemu Salesforce dla segmentu b2b w T-mobile Polska. W dzisiejszych czasach uruchomienie chmurowego rozwiązania wspierającego proces biznesowy nie jest niczym wyjątkowym, ale wykonanie tego wspólnie z 6-cioma innym spółkami wraz z pełną integracją z systemami legacy nie jest historią, którą słyszy się codziennie.

How to build trusted, high-performing, and learning organizations? The formula is simple, just focus on the people who co-create them. After that, there is nothing more than fun and hard work. Listen to my story about creating our circle of trust.

In my presentation I will share lessons learned and observations from GSK’s journey from a traditional waterfall IT organization to Product oriented one. Underpinned by move towards in-house DevOps, investment in Agile and most important – human capital. Our journey is not over but we are far enough into it so there is enough to share and give back with community. You will have a chance to see what worked and what didn’t. What things you need to consider if you plan on embarking on this journey and how to avoid pitfalls.

The world is becoming increasingly more volatile, uncertain, complex and ambiguous as we become more and more connected across the globe through digitalization and the speed of change that comes with it. What does an old reputable company like The LEGO Group do to cope with all this change so it can keep pursuing its mission to inspire and develop the builders of tomorrow? How can it stay a global force of learning through play in a world gone digital without compromising it’s core values? Hear Eik Thyrsted Brandsgård from The LEGO Group give examples of how he and his colleagues across the organization over the years have experimented with different ways of working in a world gone digital, what did they learn from it and what are some of the current challenges. Eiks presentation will combine inside stories, key concepts and his own reflections.

In 2020 Covid-19 upended our jobs and shifted the way people around the world have had to work. At the same time OANDA has grown globally with more people working across locations, time zones and teams. The question everyone has been asking is how often we will be working from home after the pandemic. When we set out to answer that question at OANDA, we discovered that whether someone was at home or in the office wasn’t the highest value problem to solve. So what was it? With this presentation we’d like to share OANDA’s case study of how the Future of Work project met both business strategy and employees expectations. We’ll go through the process of gaining insights, defining needs and implementing solutions.

Często słyszymy, że jakaś firma „idzie do chmury” albo, że „chce iść do chmury”. Ale czy na pewno wiemy co to oznacza dla naszej firmy? Dla nas i dla osób którymi zarządzamy? Na tej sesji podzielimy się doświadczeniami klientów AWS, którzy odbyli już tę podróż lub są w jej trakcie. Rafał Sałyga opowie czego nauczył się podczas migracji systemów chmury AWS, co go zaskoczyło zarówno pod kątem technicznym, jak również w kwestiach zmiany w samych organizacjach i w pracujących tam ludziach.

Przekracza bariery i granice wszelkich możliwości. Swoimi niezwykłymi osiągnięciami co chwilę podpisuję się pod słynnym hasłem „anything is possible”. Pasja do biegania pojawiła się w jego zyciu nagle, niewiele ponad 7 lat, po jednym z wyjść na wschód słońca na Babią Górę poczuł co chce w życiu robić, zaiskrzyło coś co było w nim uśpione. Od tamtej pory oddał się tej pasji bez reszty i m,in. wbiegł na 55 tatrzańskich dwutysięczników, zdobył 28 najwyższych szczytów Tatr w ciągu niecałych83 godzin, 9-krotnie w ciągu jednej doby wbiegł na Rysy. Dziś jego priorytetem i celem jest zostanie jednym z najlepszych ultra maratończyków świata. Będzie to niezwykle inspirująca rozmowa Łukasza Grassa z Romanem Fickiem m.in. o pasji, adrenalinie, emocjach, wyznaczaniu celów i przełamywaniu barier.

Współczesne wyzwania branży healthcare. Transformacja cyfrowa oraz najlepsze praktyki na przykładzie Gemini Polska. Kluczowe enablery technologiczne dla sektora ochrony zdrowia przyszłości.

Case study o tym, jak w mBanku automatyzujemy masowe procesy biznesowe.

Each Agile Transformation is long journey of e2e change of organizational operating model with high volume of complexity and challenges alongside. Invoking change in the largest bank in Poland requires view to look at different levels of organization and even personal perspectives, starting from top management to regular employees, also with aligning whole organization towards achieving its strategic goals and ending up with making sure that each and every scrum team is effective and helps us to increase our business agility. We would like to share how scrum@scale framework helped us to reboot our agile transformation in times of high uncertainty when covid pandemic came. We will show how this framework – that is focused on PO & SM cycles – helped us to stabilize situation and introducing change.

Even though solutions that provided virtualization of applications and desktops are nothing new, because of the Pandemic, the demand for IT departments to provide scalable, secure and flexible solutions for users has increased dramatically. What part is virtualization playing in the future of workplace? How can virtual apps and desktops empower your business and reduce capital spending while improving remote work?

Want to know how Revolut changed the place they work in? Why is collaboration the key to success? Join us to see what is the future of the workplace in one of the fastest growing companies in the world.

Do you believe that the role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen? Is it true that the only definition of a leader is someone who has followers? Or maybe leadership is a process, which maximize the efforts of others, towards the achievement of a goal? In my speech, based on my observations, knowledge and experience, I will be talking about those dilemmas and other couple of the most important aspects of the leadership: What does to be a good (IT) manager / leader mean? How to be more positive, effective and efficient manager / leader? What is the most important to be successful into that role (strong personality, relationships, green SLAs/KPIs?) Which tools and methodologies can support managers and leaders to achieve their and team’s goals? How to build trust and authority? Is it enough to listen and support the people to engage and motivate them? 🧑🏻‍💻 Let’s meet online and share our opinion!

Codzienność bezpieczeństwa IT Twojej firmy to praca, praca i jeszcze raz praca. A gdyby tak zwiększyć szybkość reakcji na zagrożenia o 90% i jednocześnie zmniejszyć ilość alertów bezpieczeństwa o 95%? A gdyby tak widzieć zagrożenia w jednym miejscu i jeszcze mieć do pomocy sztuczną inteligencję?

Takeaways: – Jak testowanie wpływa na poprawę jakości produktu – Tester, automatyk, inżynier jakości – trzy różne role, a kogo naprawdę potrzebujemy w organizacji – Kto odpowiada za jakość produktu

Transformacja cyfrowa skupia się na super technologiach, czy tez podejściu zwinnym. Samo „zróbmy sobie adżajla” jednak nie wystarczy jeśli pominiemy aspekty związane z innym czynnikiem decydującym o powodzeniu całej zmiany – podejściu produktowym/zarzadzaniu produktem Takeaways: Rola Product Ownera/Product Managera w organizacji nie równa się „Product Management” Jasne, określone produktowe roles&responsibilities czynnikiem sukcesu calej transformacji Senior Leadership postrzega sukces transformacji lepiej od osób zaangażowanych (zarzadzanie oczekiwaniami) Co może pójść nie tak? Komunikacja

Did you ever try to combine business and IT? Welcome to the IT leaders’ hell where you are caught between rock and a hard place. Let’s assume, you have a huge, old, legacy application that even the oldest developers don’t fully understand and you need to maintain and develop it. Sounds familiar? In my work, this is a day-to-day challenge and I needed a good tool to help me with that. After long research, I learned about the EventStorming Big Picture workshop which is fast, efficient, and like nothing else can finally put business and IT on the same page with one clear vision for everybody. In this presentation I will show you: • What is EventStorming and why you need it in your leader’s toolbox? • Why this tool is so powerful and can solve many of your organization’s problems? • How we solved the problem with long support SLA for tasks that belong to many teams (so basically to no one)? • How to identify zones of responsibility and split them between teams? • How to find a redundant part of the flow and remove it and save a lot of money? • How to build a relationship between business and IT? • How to identify the most expensive problems and find solutions in a few hours or days instead of weeks or months? • How we did on-site EventStorming in the past and how to do it now remotely? • How to deal with international cultural differences during the workshop? • and much more 🙂 Everything that I’ll say is based on my personal experience from dozens of EventStorming sessions (one of which – as asserted by Alberto Brandolini, creator of EventStorming technique – was the largest EventStorming session in the world) where I used 52 meters of paper, 2500+ post-its, and had more than 50 people in the same room working together.

After three years of persistent grass-roots effort, in March 2020, a small cohort of passionate Ford employees launched a peer-driven mindfulness program that’s grown from 8 to 2,200 participants. Today, the Ford Mindfulness Club offers an expanding curriculum of daily meditation classes via WebEx, in seven countries where Ford has automotive operations. Via the championship of Executive Chairman Bill Ford, the Ford Mindfulness Club has created an ardent community of colleagues and friends exploring the depths and benefits of contemplative practice.

When the news broke out that Formula 1 would not race in Australia in March 2020, nobody could predict what was about to happen. One thing was certain – we had to forget everything we knew and rethink our entire operation. F1 thrives on challenges and innovation and while 2020 was completely unprecedented, we had to act fast and adapt to a new, unknown reality. Service Management was at the forefront of this adaptation – in a time of crisis it was perfectly placed to act as a critical, central “glue”, joining everyone together and driving deeper, cultural improvements while championing ITIL’s spirit in unexpected ways. Join Monika as she talks about: · “Service Re-Design” and the role Service Management played in F1’s adaptation to the Covid-19 challenges when delivering an unprecedented 2020 Race Season · Ways in which F1’s Technology and Business teams came together during the most turbulent year to date · Modern Service Management at Formula 1 and its value even in the most unlikely scenarios

Odporność na stres, umiejętność radzenia sobie w trudnych sytuacjach, praca pod presją czasu – To umiejętności, które regularnie pojawiają się w ogłoszeniach o pracę, a w czasach Covid-19 zdecydowanie umocniły się na górze listy kompetencji każdego skutecznego Managera. Dołącz i posłuchaj niezwykle szczerej rozmowy z Karolem, w której będzie m.in o tym: – jak w ostatnich miesiącach wyglądała na co dzień praca ratownika medycznego – jak radzić sobie w sytuacjach kryzysowych – jak budować w sobie odporność na stres – gdzie szukać siły i motywacji gdy wkoło pełno ograniczeń zewnętrznych Temat nie jest lekki i przyjemny, ale z pewnością sprowokuje do przemyśleń.

Let’s talk about trends around IT Service Management. Topic: #high-performing and learning organizations #devops and modern service management opis wydarzenia długi opis wydarzenia długi opis wydarzenia długi opis wydarzenia

Debata 4 praktyków, reprezentujących 4 różne organizacje na różnym etapie drogi do DevOps, w ramach której poruszymy takie zagadnienia jak: motywacje, dla których organizacje zdecydowały się rozpocząć transformację DevOps nadzieje związane z transformacją pierwsze napotkane problemy i próby poradzenia sobie z nimi rady, jakie liderzy daliby sobie w przeszłości, bogatsi o obecne doświadczenia”

Atakujący: Kto jest mną zainteresowany?

Trying to find the right people for your team can be a difficult challenge, and it got even more tricky during the Covid epidemic. During our discussion we will share learnings from overcoming those difficulties and try to find a way which will allow you to navigate the tricky landscape of IT recruitment.”

Loneliness at the top doesn’t necessarily come from physical isolation: who spends more time at meetings than managers? The inability to make deep human connections at work often leads to solitude and it’s most visible for those in managerial positions. At work, successful people are “lonely in a crowd.” A survey by Harvard Business Review revealed that half of CEOs experience loneliness at work and most of them feel it hinders their work performance. Together with the audience we will try to answer the question: “Why is it so lonely at the top?” and of course find strategies helping with this problem. We don’t want to play experts who know what to do. We just want to shed some light on the managers’ loneliness, share our experience, observations and encourage others to share theirs. Above all, show that they are not alone. The presentation will have the form of an interview with Ola asking Korneliusz some questions. Korneliusz will share his personal story and the audience will probably recognized some of his dilemmas as their own. We will talk about the following topics: – New team, new fears, same fight. – Coffee/lunch break: with whom, who should initiate the meeting, what might be the implications? – You’re a leader, so you “must know everything”: questions are for the weak. – Between the worlds: a team member or a company’s representative. Ola will add a few interesting facts based on research and psychological knowledge to underline the problem and point out the consequences of the situation in a bit surprising and humorous way. We will involve the audience by using different methods like: brainstorming, surveys and asking questions.

Every OKR implementation tends to be different: company size, organization culture & structure, leadership style, just to name a few. During our discussion we want to pinpoint similarities that are key to having a successful implementation.

Dołącz do debaty, zainspiruj się historiami trzech CIO, jak wyglądała droga zawodowa ich kamienie milowe. W trakcie debaty zostana poruszone takie tematy jak: budowanie kompetencji budowanie zespołu kluczowe kompetencje planowanie kariery

Dołącz i posłuchaj debaty na tematy związane z: – Kompetencje przyszłości związane z modelem pracy hybrydowej – Jak model pracy online wpływa na takie obszary jak kreatywność, budowanie relacji, work-life balance – Jaka jest rola Managerów w kreowaniu wydajnego środowiska pracy zdalnej i hybrydowej

What to do when we are assigned to the trouble project which is already operating in the crisis mode? How to re-setup the project team when there is high level of uncertainty and low level of motivation? How to re-arrange a communication with the customer and stakeholders when it was not working well? If you are interested in getting to know how to answer these questions please join the panel with the experts who were successful in the managing the failing projects.

Malware, Ransomware, Phishing, Spyware. Każdego dnia powstają nowe zagrożenia i każdy z nas może stać się celem kolejnego ataku. W dobie cyfrowej transformacji i podłączania coraz większej ilości urządzeń do Internetu musimy mieć pewność, że chronimy naszą organizację w najlepszy możliwy sposób. Dowiedz się jak zespoły IT mogą zwiększyć efektywność wykrywania zagrożeń, obniżyć pracochłonność i obniżyć koszty.

A strong, well-crafted personal brand can help a manager develop his/her career in the right direction. Is that really the case? Isn’t it enough to just do your job well? If you should manage the brand of “you”, how much effort does it require and where should you focus it? Join the discussion to find out: what tools managers use in a remote-first environment to manage their brands how a manager’s personal brand can help attract and retain top talent how to start managing your reputation.

Why is Digital Leadership different from traditional leadership from the past? What worked for the industrial age does not work for a new digital landscape, and many struggles surface as new approaches and styles emerge. In this panel, you will meet experienced leaders discussing the essence of Digital Leadership, what is working, what isn’t working and the skills and capabilities identified for our next generation of digital leaders. Join us for a session jam-packed with practical advice for leaders at all experience levels.

You want to be among those who create digital solutions that people actually use? Then you have to adapt to dynamic business environment and respond to your customer’s evolving needs. How to be adaptive if you deliver the product in tight cooperation with multiple teams? Are x-team dependencies impeding your agility? Is it worth or possible at all to make a long-term plan for developing your solution? Join the panel to hear practitioners of different agile frameworks sharing their perspective on this aspect of product development.

Join us for a chat about things like: – What is the role of an IT manager in a nutshell? – Is being a manager in the agile environment easier or more difficult than it was in the good old days? – equality in the workplace – future or reality? and many, many more

The environment we are working in is constantly changing. New technologies drive rapid process changes. Change is our new normal, but where in all of this are people? How do they feel about their roles? Do they receive the right support in growing and successfully supporting the organization? Let’s try to deep dive this topic to find out how to make it work.

We will discuss why women are disproportionately affected by the COVID-19 crisis and how we can prevent them from leaving the tech workforce.

We have created a SAFe business simulation which helps organizations and professionals to create the right momentum in changing their organization based on SAFe principles. During this 2 hour workshop you will be invited to experience first hand what the SAFe simulation is and how it can help organizations in their digital transformation.

Digital leaders will plot and estimate the complexity of change to develop sound resourcing and planning decisions relating to technology change and disruption, including value realization, costs and risks. In this workshop you will understand the change thresholds of complexity, the activities involved and the human responses you will encounter. You will be armed with the information needed to make a case to senior management for the level of OCM as it relates to desired performance and commitment.

Robotic Process Automation jeden z najszybciej rozwijających się obszarów Enterprise IT. Technologia obiecująca gigantyczne oszczędności i szybki czas wdrożenia ma zarówno zagorzałych zwolenników jak i przeciwników. Obrosła też pewnymi mitami na które postaram się rzucić trochę światła. Podczas workshopu spojrzymy na typowy plan implementacji RPA w organizacji i zaanalizujemy go od praktycznej strony, dostarczając konkretnych odpowiedzi i szczegółów przydatnych do przeprowadzenia implementacji RPA która zakończy się sukcesem. Jeśli chciałbyś dowiedzieć się więcej o implementacji RPA od praktycznej strony bądź chciałbyś zadać pytania dotyczące implementacji w której obecnie uczestniczysz, serdecznie zapraszam na mój workshop.

Expected outcome of the session: Help attendees to prepare mentally and in a meritocratic way to what they may encounter in their DevOps transformations in their organizations. During this 1-hour workshop / extended interactive talk I would like to expose the attendees to several DevOps dilemmas they may encounter in their DevOps journey in their organisations. Working on each dilemma will follow the same structure: Dilemma statement Potential solutions Voting for the best solution according to the attendees Explanation by me why certain solution may work in certain contexts while others not. Referring to real case studies. Each dilemma will take 10 minutes. There will be 6 dilemmas, each one focusing on one of the fields: Leadership Culture Organisation and architecture Process Automation Metrics All dilemmas happened for real. But, sensitive information will be obfuscated without losing the necessary context

Better communication – Better collaboration – Better results In this workshop Bob Dignen, a trainer, coach and author in the field of international leadership and communication for over 20 years, explores the essential habits which can make you a great international communicator. Internationalisation presents many opportunities for organisations. However, it is well documented that working internationally also brings added challenges. Cross-border working frequently leads to breakdowns in communication and inefficient team collaboration, which ultimately impact on customer relationships and profitability. In the session we explore key habits which will help you to communicate, collaborate and lead excellently when you work cross-border. · Think twice · Lower the waterline · Communicate unnaturally · Don’t do your job · Be remotely excellent · Develop organisational intelligence · Enjoy critical feedback · Seek balance

Now that you understand the importance of using humor in your work, let’s talk about how to do it. Humor is a skill which means it can be learned. This session will teach you that skill by helping you understand your personal humor style and teach you a process for punching up your work to gain more laughter, increase engagement, and have a lot more fun. In this session, you will: – Learn a step-by-step process for adding humor to your work. – Practice the core competencies for creating humor – Build the #1 tool for capturing the humor around you.

A strong, well-crafted personal brand can help a manager develop his/her career in the right direction. Is that really the case? Isn’t it enough to just do your job well? If you should manage the brand of “you”, how much effort does it require and where should you focus it? Join the discussion to find out: What tools managers use in a remote-first environment to manage their brands How a manager’s personal brand can help attract and retain top talent How to start managing your reputation.

Who are your leaders? No, not in the org-chart. Who do you choose to follow? Why them? Who has chosen to follow you? Why should they? In this workshop, we will explore the concept of Humane Leadership, and why leadership is a choice that many don’t make, even if they have ‘leader’ written in their job title. We will also unpack how making that choice can be transformative for you and those who you offer to lead. Saturated in humanity, confident in its humility and revolutionary in its potential.

Since COVID breakout we’ve started using digital tools to communicate on a scale that was unseen ever before. Lack of face-to-face contact introduced a new set of challenges with alignment and trust as key factors of success or even survival. During the workshop you will learn how to use OKRs to enhance communication across remote teams, ensure alignment and, most important, deliver strategic outcomes. Learning will take place in groups – we will go through a few cases in a role-play fashion. Prior OKR knowledge/experience is not required.

„Making good decisions is a crucial skill at every level” Peter Drucker Decision making for IT leaders Gear Up is a half-day (3 hrs) learning experience during which you will increase you decision making awareness and skills. What will be discussed during this Gear-Up workshop How we make decisions? Pitfalls and barriers to effective decision making Emotions Cognitive biases Abundance or lack of information Risk aversion and indecisiveness Different types of decision situations Subconscious and intuitive Need for the best choice Decision as a part of creative process Rational approach to decision making Understand context and purpose Define criteria Find your options Evaluate and reality-test your options and assumptions Evaluate risks of being wrong

Inspired by the #1 New York Times Best Seller „Designing Your Life,” the Design Thinking methodology/mindset, as well as other best practices, in this workshop we will explore how design thinking can help us build a career and life that is both meaningful and fulfilling, regardless of who or where you are, what yo do or have done for a living, or how young or old you are. It will be a hands on, practical workshop where you will actually start to design and plan your career/life. Key Takeaways -Three Different (Career) Life Prototypes -Ideas to revamp your current (Career) Life -Meaning Making Best Practices -Design Thinking Process Best Practices -Clarity on Dysfunctional Beliefs -Gravity Problem Reframing -Fun, Interactive Experience