Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts? Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Hypothesis-Driven Development is thinking about the development of new ideas, products and services – even organizational change – as a series of experiments to determine whether an expected outcome will be achieved, so we need to know how to design and run experiments properly.
This session helps participants understand the importance of using experiments to help teams and organizations learn and improve, while giving hands-on practice in designing experiments to yield measurable evidence for that learning.
This session helps participants:
understand the importance of using experiments to help teams and organizations learn and improve
gain hands-on practice in designing experiments to yield measurable evidence for that learning
understand how to properly measure outcomes without confirmation bias
As an organizational refactorer and fitness coach, Matthew helps organizations evolve toward greater fitness for purpose through agile methods and engaging work environments. A senior director at Pfizer, he leads a coaching group that takes an evolutionary, generative and outcomes-based approach to system-level improvement. The creator of the NoEstimates game, Matthew has published articles ranging from product mindset to transformational leadership and contributed to O'Reilly's 97 Things Every Engineering Manager Should Know.
