Zur Partnerkonferenz Business Agility Day

Programm 2022

24. November 2022

07:15 – 08:15 Registration. Coffee & Partner Expo in the Kongressfoyer
08:20 – 08:50 Session 1

  • Learning from Failure for a Growth Mindset

    Facts: Innovation starts with failure.
    Nobody likes to talk about failure, but failure is indispensable to improve. It is like going to the gym every day, consistent training will bring results.
    Consistent failure & learning will bring growth.

    Not all failures are born equal, and many of us may not be able to pronounce the word failure. But how can we get better at what we do – at work or overall in life? Together, we must revolutionize the way of thinking of our people: raised in a zero failure culture since primary school. We must transition towards «guided failure & learning».
    How do we foster a culture of healthy failure? How do we go from playing safe and avoiding failure to looking for failure as a way to get better? In my session I will also share how I have applied it to my teams.

    Tommaso Tesone

    Tommaso Tesone (Head of Agility, Quality and Process)

    LinkedIn

    Tommaso holds a master’s degree in Mechanical Engineering with a thesis on AI in Supply Chain. He has more than 20 years of international experience acquired in Fortune 500 companies like Toyota and Siemens.

    He has strongly contributed to launching the Toyota Manufacturing Plant and Quality office in Russia, drove 80% NCC reduction in Siemens Fire Safety business, and he is leading and implementing Agile Transformation at Siemens Smart Infrastructure.

    Tommaso is fascinated by Problem solving, Continuous improvement techniques and Agility.

    Learning from Failure for a Growth Mindset Firma

  • Maturität agiler Teams im skalierten Umfeld – praktischer Leitfaden

    Agile Teams sind das Herzstück der Software-Entwicklung. Je reifer Teams sind, umso wirtschaftlicher erfolgt die Entwicklung. Doch woran erkennt man die Reife eines Teams? Wie stellt man fest, ob es sich weiterentwickelt? Wie ändern sich seine Bedürfnisse hinsichtlich Führung und Begleitung, und welche Verhaltensweisen von Beteiligten in und ausserhalb von agilen Teams sind vor- oder nachteilhaft für deren Entwicklung?

    In der Präsentation wird ein neu erarbeitetes, praxisorientiertes Modell vorgestellt, das die Beantwortung dieser Fragen unterstützt und am Beispiel von Rollen des Frameworks SAFe konkrete Handlungsempfehlungen auf den Ebenen Organisation und Individuen abgibt.

    Michael Griebsch

    Michael Griebsch (Head Customer Engagement Solutions)

    LinkedIn

    Nach 7 Jahren in der Softwareentwicklung und 4 Jahren als Technical Sales bei Microsoft mit Fokus auf die Business Application-Plattform Dynamics 365 ist Michael Griebsch seit 2019 bei der Zurich Versicherung als Teamleiter für das Customer Engagement Plattform-Team tätig. Die transformative agile Führung fasziniert ihn seither, weshalb er nebenberuflich einen Master in Digital Management and Transformation belegt und seine Masterthesis im Thema Maturität agiler Teams im skalierten Umfeld erstellt hat.

    Maturität agiler Teams im skalierten Umfeld – praktischer Leitfaden Firma

  • What is this «Thing» Called Ego, and Why is it Worth Knowing More About It?

    We probably all know we have an ego, but what is it all about? Is the ego a good thing or a bad thing?
    How does it show up in our daily life, and what impact does it have on our behavior and actions as leaders?
    Has it always served me well? Or did it also cause damage?
    But more importantly, is survival in a corporate environment without an ego even possible? And how could the life of a leader look like, leading without the ego being in charge?
    Let’s explore all this together and examine the impact these 3  characters could have on the future of work and leading.

    Peter Zylka-Greger

    Peter Zylka-Greger (Former SwissRe Consultant (Agile Coaching, Leadership Development, Organizational Culture))

    LinkedIn

    Peter is a passionate Agile Coach, and for him, it is all about helping teams and organizations become better. Empowering employees to show up to work as Theory Y again is something that motivates him to pursue his passion every day. He has been fortunate to work with a diverse group of clients over the past six years, from start-ups to big corporations, allowing him to engage in different countries and diverse cultures. But more importantly, they allowed him to learn much about himself and his ego.

    What is this «Thing» Called Ego, and Why is it Worth Knowing More About It? Firma

  • Agilität und Medical Instrument Software Development, passt das zusammen?

    Eine Kunden- & Patientenorientierung und Transformation der gesamten Diagnostik-Sparte hin zu agilen Methoden ist essentiell und der Weg von dem Projekt zur Produktorientierung naheliegend.

    Auch die COVID-19-Pandemie hat uns gezeigt, dass man mit multidisziplinären Teams Ziele schneller erreichen kann.

    Dieses neue Mindset in Roche Diagnostics hat es uns ermöglicht, in der Instrument Software Entwicklung den nächsten Schritt zu machen und auch andere Abteilungen in die agile Produktentwicklung einzubinden. Um dieses Ziel zu erreichen, bedienten wir uns der Large Solution aus dem Scaled Agile Framework.

    Die Benennung eines Frameworks hatte überraschende Konsequenzen. Entweder machen wir es ganz oder gar nicht – forderte ein Teil des SW Teams.
    Meine Erfahrungen bestätigen etwas anderes oder bin ich einfach noch nicht im neuen Mindset angekommen? Wer hat recht? Ein Spannungsfeld, das uns viel Energie kostet. Die Diskussion ist aber wichtig, um sich gegenseitig herauszufordern.

    In diesem Talk schildere ich meine Erfahrungen bei der Transformation, wieso in der Medical Instrument Software Entwicklung SAFe für mich Sinn macht, auch ohne den direkten Kundenkontakt, ohne Feature Teams und ohne Business Value per PI.

    Raymond Minder

    Raymond Minder (Senior Manager Software Development)

    LinkedIn

    Raymond Minder arbeitet seit 15 Jahren in der Diagnostik Division von Roche. Als Software Projektleiter ist er für die Entwicklung von mehrjährigen Diagnostik-Instrumenten mit verantwortlich. Mit seiner Erfahrung in zeitkritischen Grossprojekten kennt Raymond die Vor- und Nachteile einer Wasserfall- und Inkrementellen Entwicklung.

    Besonders stolz ist er auf die PCR-Testlösungen aus seinem Team, die eine Schlüsselrolle bei der Reaktion von Roche auf Covid 19 gespielt haben.
    Seine agile Transformation hat schon vor über 12 Jahren begonnen, als die Software Abteilung entgegen aller Widerstände SCRUM eingeführt hat. Seit 2020 hat auch der Wind in der Roche gedreht und die ganzheitliche Transformation Richtung Agilität hat begonnen.

    Die Polymerase-Kettenreaktionstechnologie (PCR) repliziert schnell ein einzelnes spezifisches DNA- oder RNA-Fragment in Mengen, die für eine genaue Laboranalyse ausreichen.

    Agilität und Medical Instrument Software Development, passt das zusammen? Firma
09.00 – 09.30 Opening and Speaker Previews
09:30 – 10:15 Opening Keynote

  • Better Value Sooner Safer Happier: Be the Best at Being Better

    This talk is brought to you by adesso.

    In this talk, Jon will share key Patterns (tailwinds) and Antipatterns (headwinds) for business agility. These are lessons learnt the hard way, when improving ways of working across large organizations, in order to deliver Better Value Sooner Safer & Happier. Jon will share learnings, both from personal experience and from many large organisations, so that you don’t need to make the same mistakes!

    Jonathan Smart

    Jonathan Smart (Founder, Business Agility Coach and Leader, Best Selling Book Author)

    Jon Smart is a business agility practitioner, thought leader, and coach. Jon is the lead author of the award winning and bestselling ‚Sooner Safer Happier: Patterns and Antipatterns for Business Agility‘ (IT Revolution Press, Nov 2020) and co-founder of Sooner Safer Happier Ltd, helping organizations deliver better value sooner, safer, and happier through the application of agile and lean principles and practices organization wide.

    Prior to that Jon led Ways of Working globally for Barclays Bank, helping to triple productivity, where he and his team won the Best Internal Agile Team at the UK Agile Awards in 2016. Jon has been an agile and lean practitioner since the early 1990s, delivering business value through technology, with a career in Financial Services, starting on the trading floor in investment banking.

    Jon is the founder of the Enterprise Agility Leaders Network, a member of the Programming Committee for the DevOps Enterprise Summit, a member of the Business Agility Institute Advisory Council, a guest speaker at London Business School, and speaks at numerous conferences a year.

     

    Learn more about his book here.

    Better Value Sooner Safer Happier: Be the Best at Being Better Firma
10.15 – 10.45 Coffee Break in the Kongressfoyer
10:45 – 11:15 Session 2

  • Explore & Expand in Real Life - How Maxon Masters Innovation

    How can a Swiss deep-tech company compete in the global market? By putting innovation at the center of its activities. But how does this work?

    The double cone picture «Market Pull – Technology Push» illustrates very well the mechanism of innovation. The goal is for new products and services to reach customers in an agile way. Close collaboration between Sales, R&D and Production is important. Leadership, structure, people and culture play a decisive role in this.

    Ulrich Claessen

    Ulrich Claessen (Board Member of maxon international)

    LinkedIn

    Ulrich Claessen is a Board Member of maxon international and a Board Member of SATW Swiss Academy of Engineering Sciences.  He was Chief Technology Officer of the maxon Group for many years. maxon develops and manufactures precision electric motors and drive systems for applications in Medical Devices, Industrial Automation, Robotics, e-Mobility and Aerospace. Ulrich Claessen held engineering positions before with CSEM, ABB Transportation and Siemens.  He has a Ph.D. in physics from Technical University Munich and an Executive MBA from St. Gallen University.

    Explore & Expand in Real Life - How Maxon Masters Innovation Firma

  • Fully in the Cloud – Enabled by and for Agile

    Clariant, not a digital native start-up company but a long-established chemical company on all continents, migrated all local and global applications incl. SAP into the cloud. Local computer rooms and the two outsourced central data centers have been closed down. We don’t talk cloud, we are cloud. This project nicely reflects two aspect of agile: 1) this project was successfully executed in an agile way and 2) the resulting cloud platform is an enabling cornerstone for agile digitalization.

    Eric van den Berg

    Eric van den Berg (Group CIO)

    LinkedIn

    Eric van den Berg is Group CIO of Clariant, a chemical company headquartered near Basel. Prior to Clariant, Eric held several senior IT leadership positions in international companies.

    Fully in the Cloud – Enabled by and for Agile Firma

  • «Can't buy me Agile» - Kosten und Nutzen der hybriden Zusammenarbeit

    Can’t buy me agile, agile
    Can’t buy me agile
    I’ll buy you an agile framework my enterprise executive
    If it makes you feel alright
    I’ll get you anything my enterprise executive
    If it makes you feel alright
    ‚Cause I don’t care too much for money
    For money can’t buy me agile

    Gibt es einen Unterschied zwischen agile und hybrid?
    Was und wieviel kostet uns die hybride Zusammenarbeit?
    Was bringt uns die Agilität und was ist sie uns wert?

    Wir gehen in unserem Talk auf die Fragen ein und plaudern aus dem Nähkästchen unseres MIGROS-Alltags.

    Christine Dehning

    Christine Dehning (Project Portfolio Manager)

    LinkedIn

    Als Agile Leadership Lady begleitet Christine Dehning die Geschäftseinheiten der Migros auf der agilen Reise und unterstützt Stakeholder und Teams methodisch und inhaltlich in der Weiterentwicklung des Systems und der Portfolios. Als Networkerin setzt sie ihre langjährige Digital- und Migroserfahrung ein, um die interdisziplinäre Zusammenarbeit zu stärken und ein neues Mindset in die Organisation zu tragen.

    «Can't buy me Agile» - Kosten und Nutzen der hybriden Zusammenarbeit Firma
    Angela Singer

    Angela Singer (Portfolio Owner)

    LinkedIn

    Im Departement Marketing vom Migros-Genossenschafts-Bund nennt man Angie gelegentlich ‚Miss IT‘, wohingegen sie bei der IT als die ‚Business Vertreterin‘ bekannt ist. In verschiedenen Rollen, unter anderem als Managerin eines Portfolios voll mit IT Projekten agiert sie als Brückenbauerin und Übersetzerin an der Schnittstelle zwischen IT und Marketing.

    «Can't buy me Agile» - Kosten und Nutzen der hybriden Zusammenarbeit Firma

  • The Life and Crimes of an Agile Coach

    In this talk, John Brookmyre looks to share some of the things he has learnt over his 20+ year career in Agile and specifically Agile Coaching – What he wished he’d known, what he thought he’d known and what he still does not know.

    You are curious, you believe, you are an Agile Coach – You rock! But wait… The teams are not loving what you do. You see frictions, You try new things. You get some positive feedback. Hooray. Then people stop loving it again…. Was it a false dawn? You go back and try again… you are in a bumpy cycle. 

     There are some defaults, patterns and strategies that have served John well over the years. He wants to share them with you and see if these can boost your positive, participatory change movement. He does not have all the answers but he does have some ideas which he thinks turn the odds in your favour. 

    John Brookmyre

    John Brookmyre (Lead Agile Coach, Managing Director Senior Advisor)

    LinkedIn

    John’s purpose is to help people do the best work of their careers.

    Over the last 20+ years, he has worked across industries and geographies trying to do just that. He is the Lead Agile Coach at Julius Baer, where he is supporting wonderful people #BeBar and create value beyond wealth.

    The Life and Crimes of an Agile Coach Firma

  • LPM @ Vodafone - How to Really Organize Around Value at Scale

    Vodafone is moving away from a ‘classic’ telco company to transform into a New Generation Telco, and then a Technology Communications Company (Tech Comms) by 2025.
    To achieve this ambition, Vodafone has been on a journey to think more holistically and at scale about Business Agility and value generation. This has led to the adoption of the Scaled Agile Framework (SAFe) within Vodafone and the decision to implement Lean Portfolio Management.
    During this presentation, we will go into detail about how our team was able to take the Scaled Agile Framework and its practices and apply them to a large global enterprise. We will share the lessons learned and our approach to implementing Lean Portfolio Management to enable value focus across Vodafone sustainably and at scale. We will then review whether we were able to meet all the success criteria we had for the implementation of SAFe, including the impact on end-to-end value delivery.
    We will also discuss areas where we decided the SAFe Framework needed further development and explore the ideas we used to build upon and flesh out some of the SAFe concepts.

    Silke Eggert

    Silke Eggert (Head of Lean Portfolio Management & Transformation in the global Digital & IT organisation)

    LinkedIn

    Passionate about driving change, setting up new capabilities and providing leadership in cross-functional complex transformation programmes, Silke Eggert is the Head of Lean Portfolio Management & Transformation in the global Digital & IT organisation in Vodafone. In this role, Silke is establishing Lean Portfolio Management for Digital & IT and responsible for the implementation of SAFe for Vodafone.

    Silke has 25 years of successful management experience in large-scale transformation and technology integration programmes, customer service delivery, strategic alliance management/partner management and marketing in the ICT industry. She started to adopt and implement agile ways of working in 2018 and has put SAFe into practice for the largest OSS and BSS transformation programme for VodafoneZiggo in the Netherlands. She lives near Düsseldorf, Germany, with her husband and their two daughters. Outside work, she enjoys spending time with her family and dog, travelling, reading.

    LPM @ Vodafone - How to Really Organize Around Value at Scale Firma
    Alexander Cross

    Alexander Cross (Business Agility Coach)

    LinkedIn

    A Business Agility Coach in Accenture Business Agility, who has several years‘ experience in implementing Agility at Scale at the Enterprise, Portfolio, Program and Team level in several Industries globally including Telecoms, Financial Services and Utilities. He is currently supporting Vodafone with establishing Lean Portfolio Management and implementing SAFe.

    Alexander has a First-Class Honours degree in Computer Science from the University of St Andrews in Scotland. He started his career in Software Development & Enterprise Architecture where he grew his passion for connecting the Application, Business, Data and Technical domains of an organisation together to create a customer driven approach to value delivery.

    Alexander currently lives in Camden Town, London. He spends time outside work, singing choral music in a choir and tinkering with his own software development projects. His current project is building his own personal cloud server in his broom cupboard.

     

    LPM @ Vodafone - How to Really Organize Around Value at Scale Firma

  • Improving Leadership with Liberating Structures

    During this 75-minute workshop, the audience will connect with their peers, guided by Sander and Tom. Together participants will discover the importance of proper Agile Leadership and what Agile Leadership means. As being a true leader is challenging, the participants will collaboratively define actionable items to start on TODAY to create a better, more sustainable environment in their organization.

    Sander Dur

    Sander Dur (Lead Agile Consultant)

    LinkedIn

    Sander is a Professional Scrum Trainer at Scrum.org, Professional Scrum Master, Professional Product Owner, and Lead Agile Consultant at Xebia. At Scrum.org, he teaches Scrum classes around the world.

    He gained experience as a Scrum Master, Agile Coach and Leadership consultant in many different top-tier organizations, including Nike, ASML and GrandVision Latin-America. Advocating psychological safety, Sander has a people-centered approach.

    Let’s connect! Sander is always up for new connections and discussions!

    Improving Leadership with Liberating Structures Firma
11.30 – 12.00 Session 3

  • The CEO View on Agile

    Does agile really start at the top?  During this panel, two innovative CEOs from leading Swiss companies will deep dive into the challenges, successes and lessons learnt on their transformation journeys. 

    Hear from Julius Baer CEO, Philipp Rickenbacher how the Agile transformation has been key in driving greater value for clients at Julius Baer.

    He will be joined on stage by Renato Fasciati, CEO of Rhaetische Bahn. Learn from Renato how agile transformation is playing a crucial role in the world record attempt for longest passenger train on the historical Albula/Bernina UNESCO World Heritage route. What an engineering pioneering feat. The 1,910-metre-long train will be consist of 100 coaches.

    Renato Fasciati

    Renato Fasciati (CEO)

    Renato Fasciati (40), who grew up in the Engadin, has been CEO of the Rhätische Bahn since 2016. Previously, as Managing Director of the Zentralbahn, he gained five years of experience in the operational management of a railway company. During this time, together with his management team, he was able to significantly increase both demand and satisfaction among customers, orderers and employees and successfully position the Zentralbahn in the commuter and leisure market.

    Renato Fasciati grew up in the Engadin and spent his school days and youth in St. Moritz and Samedan. He completed his studies in economics and acquired a doctorate at the University of St. Gallen (HSG). As a consultant at McKinsey, he was able to gain valuable experience in various strategy, organizational and growth projects. He deepened his knowledge of public transport from 2007 to 2011 as Project Manager Corporate Development in the General Secretariat of the SBB and as Head of Corporate Development and member of the Executive Board of SBB Cargo.

    The CEO View on Agile Firma
    Philipp Rickenbacher

    Philipp Rickenbacher (CEO)

    Philipp Rickenbacher is CEO of Julius Bär, a group that he joined in 2004 from McKinsey & Company. Julius Bär is a leading Swiss wealth management group with presence in over 60 locations worldwide. Before his appointment as CEO, Philipp was Head of Intermediaries & Global Custody of Bank Julius Baer & Co. Ltd, and prior to that, Head Advisory Solutions for two years, responsible for the development of the Bank’s innovative advisory approach and of holistic wealth management solutions. Philipp holds a Master of Science in biotechnology from ETH Zurich, and completed the Advanced Management Program at Harvard Business School.

    The CEO View on Agile Firma

  • SAFe - Gain or Pain? Und was kommt nach SAFe?

    Unsere jährliche Umfrage zu Trends und Benchmarks zeigt, dass SAFe von Jahr zu Jahr an Marktanteil gewinnt. Viele Organisationen haben das Framework übernommen oder führen derzeit SAFe-Transformationen durch. Diese Initiativen stellen große Investitionen dar und leiten einen bedeutenden Wandel ein. Aber haben diese Organisationen wirklich ihre gewünschten Geschäftsziele erreicht? Haben sie die vom SAFe-Framework versprochene größere geschäftliche Agilität erreicht? Unsere Umfrage, Gespräche mit Unternehmensvertretern und in der agilen Community sowie unsere Erfahrung in der Zusammenarbeit mit Unternehmen, die SAFe einführen, zeigen ein anderes Bild.

    In unserer Präsentation zeigen wir die Herausforderungen auf, mit denen viele Unternehmen zu kämpfen haben und die sie daran hindern, das volle Potenzial von SAFe auszuschöpfen. Wir zeigen auf, wie diese Herausforderungen überwunden werden können und wagen einen Ausblick darauf, was neben und nach SAFe wichtig sein wird, um in einem VUCA-Marktumfeld erfolgreich zu sein.

    Silvio Moser

    Silvio Moser (CTO)

    LinkedIn

    Silvio is a co-founder of SwissQ. He has been working in various consulting and management positions in SW development since 1997, focusing on Quality Assurance, Product Engineering and Agile Transformation. As CTO, he supports his colleagues in defining new frameworks (e.g. the Agile Testing Framework), services and training. He continues to work «in the field» as a coach and trainer.

    SAFe - Gain or Pain? Und was kommt nach SAFe? Firma
    Dieter Prohammer

    Dieter Prohammer (Agile Coach)

    LinkedIn

    Dieter Prohammer is a passionate Enterprise Agile Coach and Change Agent with SwissQ Consulting with an extensive previous experience in software development. He consults companies and their management on their transformation towards business agility, focusing on designing and executing an inclusive and sustainable change journey. Dieter also enjoys working as a trainer and conference speaker.

    SAFe - Gain or Pain? Und was kommt nach SAFe? Firma

  • 8 Verhaltensmuster für agiles Leadership

    Agile leadership behaviors are rooted in our mindset. Yet, what is an „agile mindset“? How does it foster or hinder teams to get results? This talk presents some background grounded in many decades of team psychology research, and a set of applicable and very hands-on take aways that you can start living and implementing in your team tomorrow.

    Denniz Doenmez

    Denniz Doenmez (Agile Coach)

    LinkedIn

    Equipped with the heavy theory backpack of a few university degrees (including a PhD on Agile Teams), Denniz works to create enabling structures for self-organizing teams and organizations. Since his first Scrum project in 2010, he is on a life-long journey to learn and share his learnings.

    8 Verhaltensmuster für agiles Leadership Firma

  • Do or Do Not. There is No Try

    When transforming a big company into an agile organization, the famous words of Yoda, the legendary Jedi Master of the Star Wars saga could not be more true. Becoming agile includes radical shifts in attitudes, values, mindsets, ways of thinking and ways of interacting that shake all company levels.

    Changing the Operational Model of UBS poses particular challenges. How does UBS Switzerland steer its agile transformation strategically? What are the challenges during the transition phase, when parts of the company are further ahead than others? How did UBS motivate its employees to embark on the agile journey? And what does it take to make an agile transformation sustain across the whole company?

    Andreas Künzler and Jürgen Holland reveal how the agile transformation is managed at UBS. They give insights into the bank’s mid to long term planning in the agile set-up in a VUCA world. They share their best practices and draw conclusions what worked and what did not work for UBS.

    Andreas Künzler

    Andreas Künzler (Managing Director)

    LinkedIn

    Andreas Künzler joined UBS in 2011 and has experience in running some of the bank’s most complex change programs in Switzerland. In his current role, Andreas is heading the Client Needs Streams in the Agile Delivery Organization (ADO) at UBS. ADO was launched to implement Agile@UBS – one of the biggest transformations at UBS.

    Before, Andreas was in several other roles at UBS – from leading major projects such as Lean for Growth and a regulatory project to different roles in designing UBS Switzerland AG, being Head of Project Management and Consulting as part of Group Finance.

    Prior to UBS, Andreas worked at Clariden Leu, the exclusive private banking subsidiary of Credit Suisse as Head of Core Projects. He spent 8 years with McKinsey & Company focusing on operational excellence and sales force effectiveness, leading several major lean transformations. Andreas earned his diploma in business administration from the University of St. Gallen, Switzerland.

     

    Do or Do Not. There is No Try Firma
    Jürgen Holland

    Jürgen Holland (Managing Director)

    LinkedIn

    Jürgen Holland is Stream Product Lead of the Be a Client Stream which covers all client journeys for retail banking and wealth management within the Agile Delivery Organization (ADO) at UBS.

    Jürgen joined UBS in 2007. Working first in the Investment Bank, he became global change-the-bank head for FXMM Operations next. In 2011, Jürgen moved to WM IT and became global IT account manager for Operations. In 2013, he took over as operations stream lead for White, establishing a new banking subsidiary in Switzerland in mid-2015. He led the Operations Change Group 2014 and 2015.

    Previously, Jürgen worked for Accenture in various roles in Switzerland, UK, France and Czech republic. Juergen holds a master’s degree in mechanical engineering and a bachelor in aerospace engineering from Stuttgart University, Germany.

    Do or Do Not. There is No Try Firma

  • Stuck in the Middle: Was tun, damit die agile Transformation nicht stagniert?

    Viele Unternehmen berichten, dass ihre agile Transformation nach ersten Anfangserfolgen stagniert. Eine Untersuchung von 11 Use Cases aus der Schweiz brachte folgende 3 Erkenntnisse:

    – Wie eine agile Transformation agil gesteuert werden kann

    – Wie Metriken für eine nachhaltige Transformation genutzt werden können

    – Wie sich die Anforderungen an die Kultur, Führung & Transformationsbegleitung ändern

    Sandra Hutterli

    Sandra Hutterli (CEO)

    LinkedIn

    Dr. Sandra Hutterli ist CEO der CONSTELLATION ACADEMY. Sie ist passioniert darin, die BusinessTransformation durch menschliches Potenzial erfolgreich zu gestalten. Mit mehr als 20 JahrenErfahrung in der Leitung von menschenorientierten Transformationen großer und komplexer Organisationen hat Sandra ein breites Spektrum an Erfahrungen aufgebaut. Sie hat einen Doktortitel in Change Management & Learning Acquisition und spricht vier Sprachen fliessend.

    Stuck in the Middle: Was tun, damit die agile Transformation nicht stagniert? Firma
    Joël Krapf

    Joël Krapf (Senior Manager)

    LinkedIn

    Dr. Joël Krapf begleitet seit über 10 Jahren Transformationen von Unternehmen. Aktuell unterstützt er als Senior Manager bei Accenture Organisationen auf ihrer digitalen Reise. Zuvor war er bei der Migros Head Lean Portfolio & Agile Transformation. Weitere Stationen waren u.a. PwC und die Schweizerische Post. Joël hat diverse  Bücher und Artikel zum Thema Agilität publiziert und ist regelmässig als Keynote Speaker an Konferenzen eingeladen. Joël hat an der Universität St.Gallen zum Thema Agilität und Transformation promoviert.

    Stuck in the Middle: Was tun, damit die agile Transformation nicht stagniert? Firma
12.00 – 13.00 Lunch Break in the Kongressfoyer
13.00 – 13.20 Afternoon Welcome and Speaker Previews in the Kongresssaal
13.30 – 14.00 Session 4

  • Connected Value Chain

    Sustainability should not be a side show for a company.  Many common promises e.g. mitigating climate change or protecting nature lie outside the core business model of the company and so are unconvincing. To drive growth and scale positive impact the sustainability promise must be embedded in the company business model.  This brings credibility, as what you say is generally what you do, the purpose inspires and attracts talented employees and this becomes a vehicle for driving innovation and adopting new business models.

    At Bühler we have a clear promise and commitments for sustainability and utilise this to inspire customers, catalyse innovations, drive business and culture.

    Ian Roberts

    Ian Roberts (Chief Technology Officer)

    LinkedIn

    Ian Roberts has served as CTO of Bühler since 2011. During that period the company has undergone a digital transformation, developed a collaborative innovation culture, building and engaging with broad ecosystems and continued to strengthen an innovation leadership position. A strong advocate for entrepreneurship and sustainability, he is a co-founder and president of the startup accelerator MassChallenge Switzerland, a board member of RESTOR, a global ecology and land restoration platform and an Ambassador for the education programme Aiducation. Ian Roberts has a PhD in Chemical Engineering and is a Fellow of the Institute of Chemical Engineers. He has more than 25 years experience in the food industry, having previously worked in a range of innovation and business development roles for Nestlé.

    Connected Value Chain Firma

  • People Developer - notwendig, gefragt, attraktiv?

    Die Rolle People Developer soll in Zukunft die personelle Führung von Mitarbeitenden übernehmen. Doch wie führt man sie konkret ein?

    In der Migros wurde mit der People Developer-Rolle vor zwei Jahren in einzelnen Teams gestartet. Inzwischen haben weitere Bereiche auf das Konzept als Ergänzung zum Scrum Master und Product Owner umgestellt.

    Dabei hat sich gezeigt, was für individuelle Bedürfnisse die Mitarbeitenden bezüglich ihrer Führung haben und welche Erwartungen die Rolle erfüllen muss, um sich als attraktiver Job zu etablieren. Diese Erkenntnisse haben die Rolle weiter geschärft.

    Wir möchten aufzeigen, wie wir die Rolle vom People Developer verstehen, was wir bis heute gelernt haben und welchen Hindernissen wir auf unserer Reise begegnet sind.

    Agnes Herfurth

    Agnes Herfurth (Agile Coach)

    LinkedIn

    Agnes Herfurth ist Agile Transformation Coach beim Migros-Genossenschafts-Bund. Dort begleitet sie Führungskräfte und Mitarbeitende der Migros Operations Technology auf dem Weg hin zu Business Agility und entwickelt die Organisation kontinuierlich weiter. Zuvor hat sie u.a. bei Accenture als Agile Expertin Unternehmen bei agilen Transformationsvorhaben beraten und als Release Train Engineer skalierte agile Programme lanciert.

    People Developer - notwendig, gefragt, attraktiv? Firma
    Pascal Rusch

    Pascal Rusch (Agile Coach)

    LinkedIn

    Pascal Rusch ist Familienvater von 2 Kindern und arbeitet als Agile Coach und LACE Scrum Master beim Migros-Genossenschafts- Bund. Dabei unterstützt er Organisation in verschiedenen agilen Belangen und steht ihr mit Rat und Tat zur Seite. Pascal hat als Entwickler und Scrum Master in verschiedenen Firmen Erfahrungen gesammelt. Ihm haben die Erfahrungen der letzten Jahre gezeigt, dass der Mensch als zentraler Aspekt von Veränderungsvorhaben zu beachten ist. Aus dem Grund studierte er zuletzt Wirtschaftspsychologie, um den menschlichen Aspekten weiter Rechnung zu tragen.

    People Developer - notwendig, gefragt, attraktiv? Firma

  • Innovate or Die! Why Every Product Team Has to Get Data Driven to Ensure Future Competitiveness

    Data and its efficient use will become even more decisive in the coming years in order to maintain or expand competitiveness. The future belongs to companies that can make faster and better decisions based on data, i.e., adapt more agilely to new market and customer needs (survival of the fittest) or create entirely new needs from analytical insights. The talk will show how AXA started and evolved along a defined maturity model towards a Hub and Spoke model, where Data and AI capabilities become integral part of every DevOps Product Teams. Best Practice Advice will be given with experiences made on real use cases as well es lessons learned out of daily operations.

    Carmelo Iantosca

    Carmelo Iantosca (Chief Data Officer)

    LinkedIn

    Carmelo is the Chief Data & Analytics Officer at AXA Switzerland. He studied Data Analytics and Process Design at the Zurich University of Applied Sciences and specialized/certified in numerous Data Science and Big Data disciplines. In addition to the scientific and technical background, he has an Executive MBA in General Management from the University of St. Gallen (HSG). He worked in leading consulting positions in the Data Science and Big Data domain at Bertelsmann, SAS Institute, and gateB, where he could build solutions for the largest companies in Retail, Pharma, Banking, Insurance, and other industries prior to joining AXA in 2017. Carmelo has been working in the Data Science field for over 15 years and lectures at various universities in Switzerland.

    Innovate or Die! Why Every Product Team Has to Get Data Driven to Ensure Future Competitiveness Firma

  • Apply Agile in Analytics to Cross-/ Upsell Banking Products

    Banking clients are moving more and more to digital channels requesting personalized experiences and offers. Banks need to respond to this and applying agile practices is a great approach to deliver personalized experiences and offers in an iterative fashion. This talk will explain why agile works so well with analytics, issues that needed addressing and useful lessons learnt for practitioners.

    Michael Freund

    Michael Freund (Head Data, Analytics & Institutional Products IT, SVIM)

    LinkedIn

    Michael Freund is a Managing Director of Credit Suisse and leads IT for Data, Analytics and Institutional Products for the Swiss Bank based in Zurich. Previously he led the IT Digitalization department and served as Global IT Program Manager for the Digital Private Banking. Michael joined Credit Suisse in January 2007 from Sungard. Prior to that, he worked at KPMG Consulting and BearingPoint as Management Consultant and started his career with JP Morgan Asset Management.

    Apply Agile in Analytics to Cross-/ Upsell Banking Products Firma

  • Quarterly Business Review (QBR) Simulation – Creating the Chain of Why from Strategy to Execution at Scale

    Through this interactive QBR process simulation, you will experience how groups of autonomous teams can align their scope to strategy, maximize business impact within their capacity, manage dependences and create the unbroken ‘chain of why’

    Key Learnings:

    – The individual steps in the QBR process and their goals

    – Techniques to align scope and deliverables to strategy

    – How Objectives and Key Results (OKRs) are used to measure business impact and prioritize

    – How work is prioritized to match capacity, manage dependencies, and optimize impact

    – The different roles QBR participants play (business leaders, agile teams and coaches)

    Andreas Hüttmeir

    Andreas Hüttmeir (Head Chief Innovation and Technology Office )

    LinkedIn

    Andreas is passionate about Agile ways of working, large scale technology implementations and strategy development & execution on a global scale, especially in the financial markets‘ context.

    His focus in recent years has been on seamless end to end processing of financial products through complex system landscapes. He is also experienced in scaling agile in large organizations to increase speed, employee satisfaction and productivity. He has implemented frameworks to measure the impact of digital transformations and steer large organizations towards impact-driven outcomes while at the same time empowering teams.

    Andreas puts clients and creating value for them at the heart of everything he does, and he is convinced that people are the most valuable asset of any organization.

    Quarterly Business Review (QBR) Simulation – Creating the Chain of Why from Strategy to Execution at Scale Firma

  • HR! Ein Key Player in einer Agilen Transformation

    Wenn eine Organisation vollends Agile werden möchte, müssen auch die HR-Prozesse und -Services transformiert und angepasst werden. In dieser Präsentation geben wir einen Überblick darüber, warum HR in einer agilen Transformation so wichtig ist und welche Veränderungen notwendig sind, damit eine agile Kultur gefördert werden kann. Wir zeigen entlang von Praxisbeispielen, wie wir Performance Management, Kulturinitiativen, Recruiting oder Karrierewegen angepasst haben, damit eine Agile Kultur in der Organisation gefördert werden kann.

    Jerome Grimm

    Jerome Grimm (Senior Manager)

    LinkedIn

    Jerome Grimm ist Teil von «Accenture Business Agility» und ein Agile Transformation Spezialist. Er hat in den letzten 10 Jahren mehrere globale Unternehmen auf ihrer Agilen Reise begleitet. Eines seiner Kerngebiete ist Agiles HR, wobei er in den letzten Jahren er mehrere HR-Abteilungen in Agilen Transformationen erfolgreich unterstützt und beraten hat.

    HR! Ein Key Player in einer Agilen Transformation Firma
    Ajla Binz

    Ajla Binz (Talent & Organization Consultant)

    LinkedIn

    Ajla Binz ist Teil von «Accenture Talent & Organzation» und ist eine HR-Spezialistin. Sie unterstützt Unternehmen auf ihrer (agilen) Transformation mit einem Fokus auf Kultur. Von der Definition bis zur Aktivierung von gewünschten Verhaltensweisen hat sie unterschiedliche Organisationen und Menschen im Change Prozess erfolgreich begleitet.

    HR! Ein Key Player in einer Agilen Transformation Firma
14.15 – 14.45 Session 5

  • The Agile CFO

    Agile in Finance and «The Agile CFO» are hot topics in many organizations. Whether they are seen as enablers or, preventers. The CFO of the Baloise Group, Carsten Stolz, will give an insight into the state of implementation in his talk. Learn more about Agile release trains in finance, changes in the company’s financing and budgeting processes, and why he completed a Scrum Master and Agile Leader training as CFO. The conversation dives deep into implementation.

    Carsten Stolz

    Carsten Stolz (Head of Finance (CFO))

    Carsten Stolz studied business economics at Fribourg University and gained a doctorate specialising in financial management. He holds an Executive Master in Change from INSEAD. He joined the Baloise Group in 2002 as Head of Financial Relations. From 2009 to 2011, he was the Baloise Group’s Head of Financial Accounting&Corporate Finance. Between 2011 and 2017, he was Head of Finance and Risk, and thus a member of the Executive Committee, at Basler Versicherungen Switzerland. Dr Carsten Stolz became a member of the Corporate Executive Committee in May 2017. He manages the Corporate Division Finance with its departments Group Accounting&Reporting, Financial Planning&Analysis, Group Risk Management and Corporate Communications&Investor Relations, Mergers & Acquisitions, Group Procurement and Run-off as well as the appointed actuary for Swiss business at Baloise and the Head of Regulatory Affairs.  Dr Carsten Stolz is a member of the Finance and Regulation Committee of the Swiss Insurance Association (SVV).

    The Agile CFO Firma

  • Employee Stickiness: A Remedy Against Your Best People Leaving

    One of your top developers calls you. She has a new job offer, a lot more money, interesting-looking work. She’s not super fulfilled with what he’s doing right now. Ouch! Bad news, right? What do you do? Offer more money? Beg her to stay?
    But wait, that’s not all… you keep listening and she tells you she doesn’t want to leave. She wants to keep working for you, with some tweaks. You learn more and find that there are easy ways to enrich her job while benefitting the organization. You agree to experiment. She excitedly agrees and turns down the other offer – trusting that things will improve.
    Too good to be true? No, we’ve seen it happen!
    In this session, we share what we learned about fostering a culture that creates «employer stickiness». That gives you a chance to retain talent because they want to be part of shaping the business rather than staying for the dollars. We illustrate this using a concrete case example and bring together the perspective of IT and People development.
    Susan Salzbrenner

    Susan Salzbrenner (Group VP of People & Organization)

    LinkedIn

    Susan Salzbrenner is the Global Head of People and Organisation at Bossard Group. The trained psychologist comes with a backpack of experiences in cultural transformation, organisational development and individual transformation.

    Employee Stickiness: A Remedy Against Your Best People Leaving Firma
    Georg Meyer

    Georg Meyer (CIO)

    LinkedIn

    Georg Meyer started his career in software development and then moved through research and consulting into his current Chief Information Officer role. He also holds a dear interest (and a PhD) in philosophy and sees people as the major driver of transformation and digitalisation.

    Employee Stickiness: A Remedy Against Your Best People Leaving Firma

  • Organisation von Veränderung: Agilität vs Projektmanagement?

    «Projektmanagement» als Begriff ist bestens definiert und beschrieben. «Agilität» in Verbindung mit Projekten jedoch weniger: Einige halten es nur für eine weitere Methode im Projektmanagement, für andere ist es eine Revolution und macht Projekte gänzlich überflüssig.
    In diesem Spannungsfeld befinden sich heute viele Organisationen. Spezialisten verschiedener Schweizer Firmen (u.a. Mobiliar, SBB, Suva, CSS, ZKB, Generali, Migros, Swisscom, GLKB) haben sich dem Thema angenommen und lösen für dich den gordischen Knoten: Sie zeigen dir anhand von Beispielen und einem Orientierungsmodell auf, wie ihre eigene Firma den Weg von „Projektmanagement“ zu „Agilität“ beschreitet, damit du die Transformation im eigenen Unternehmen bewusster gestalten kannst.
    Reto Scherrer

    Reto Scherrer (Agilist)

    LinkedIn

    Reto Scherrer ist Informatik Ingenieur FH. Seit über 20 Jahre beschäftigt sich Reto mit Projektmanagement in verschiedenen Branchen wie im Industrie- und Finanzsektor. Seit 2017 coacht er die Transformation in der Zürcher Kantonalbank als Agile Coach und ist RTE. Er ist IPMA Level B zertifizierter Senior Portfolio Manager.

    Organisation von Veränderung: Agilität vs Projektmanagement? Firma
    Marco Liechti

    Marco Liechti (Head of Project Portfolio)

    Organisation von Veränderung: Agilität vs Projektmanagement? Firma

  • Working Inside SwissRe: Thriving as a Product Led Speed Boat in a Traditional Organisation

    In this talk Aditya will share how iptiQ (digital B2B2C insurance company within Swiss RE), a product led company, works differently and how it stays nimble within Swiss Re. Aditya will talk about:

    -iptiQ’s vision and how iptiQ share its mission with Swiss RE.

    -How we intend to unveil and progressively unleash the true potential of embedded insurance.

    -How the company has established its processes and tools to incorporate both, B2B and B2C partner/customer needs.

    -How the company has positioned itself to be flexible, innovative and evolve quickly.

    -The leadership/culture within the organization

    Aditya Singh

    Aditya Singh (Product Leader)

    LinkedIn

    Aditya is the Chief Product Owner at iptiQ, leading the product owner and program management teams.  He has more than a decade experience in Product Management. Aditya joined iptiQ in 2021 from Amazon. Previously he has worked in different industries like Fintech, Automotive and telecommunications.

    Aditya has a unique blend of hands-on technical experience and executive management skill used to develop and execute strategic business and product plans. He is passionate product champion.

    Working Inside SwissRe: Thriving as a Product Led Speed Boat in a Traditional Organisation Firma

  • Mindset Change Leading to Better Value-Delivery

    One of the worst things a Scrum Team can do when creating value is procrastinating. Not doing what matters right now. It seems to me that the «right now» part is quite often overlooked and therefore we’re not creating the beautiful products we could be building.

    But we found out what is causing the problem here. And it’s infectious. It has already been spreading throughout the majority of large organizations. During this talk, we hope to help you diagnose whether your company has contracted it, too. But before we do that, let us tell you what it is. We’re getting shivers just thinking about it. It’s called… TANS (There’s Always a Next Sprint).

    Tom Siebeneicher

    Tom Siebeneicher (Agile Transformation Consultant)

    LinkedIn

    Tom mainly focuses on transforming large-scale companies into agile organizations and designing the future operating models for these organizations. Before building his authority mission around this topic, he worked as a Scrum Master, a Product Owner, or Agile Coach in different industries within and outside the field of software development. With Sander Dur, he hosts a monthly MeetUp Pizzagility where current challenges of the agile world are on the agenda.

    Mindset Change Leading to Better Value-Delivery Firma
14.45 – 15.15 Coffee Break in the Kongressfoyer
15.15 – 15.45 Session 6

  • Transform Your Mindset and Way of Working - Agile @ UBS

    In the banking industry, change has been a constant and, today, the pace of that change is more rapid than ever. Across all sectors, established incumbents are being challenged by disruptors who promise clients and employees something new and better – and expectations of clients and employees are high. At UBS, we believe an important key to navigating this turning point and succeeding in the future is agile working.

    We have many teams already working successfully in an agile way. Now we’re building on those experiences, accelerating our plans and have introduced one consistent approach across the bank: Agile@UBS.

    More than 18,000 people joined Agile@UBS since we started this transformation last year, from our global 70,000 organization – and by end of 2022 it will be 20,000 employees.

    It’s a model and mindset to fundamentally shift the way we work. So, what have we learnt so far? During this speech, we’ll take you on our journey to agile and share our key take-aways. We’ll also give some examples of where we’ve already seen our agile pods having an impact across UBS.

    Stefan Seiler

    Stefan Seiler (Group Head of Human Resources )

    Stefan is an experienced human resources leader with more than 20 years’ experience across all HR topics. The launch of the UBS University, the new Hybrid Working Framework and the roll-out of Agile@UBS for the business and in HR are just a few examples for his ongoing transformational efforts, always with a focus on impact and sustainable performance improvement. He has always worked in close partnership with business and therefore has a keen sense of how HR can impact the business agenda. Stefan is the Group wide co-sponsore of Agile@UBS.

    Before joining UBS in 2011, Stefan held various leadership roles in financial services and in academia. He holds a PhD in Educational Psychology from the University of Fribourg (CH) and he has been an Adjunct Professor for strategic HR management and leadership at Nanyang Business School in Singapore since 2015. Throughout his career, he has lived and worked in Switzerland, Singapore, the US and the UK.

    Transform Your Mindset and Way of Working - Agile @ UBS Firma

  • Zühlke Grid – Value Stream Organisation auf Basis des Helix Modells

    Warum wir unsere Organisation verändert haben und was wir in den ersten 6 Monaten gelernt haben. Als Innovationsdienstleister beraten wir unsere Kunden auf dem Weg ihrer digitalen und agilen Transformation. Es war an der Zeit, auch unser eigenes Organisationsmodell zu überdenken und auf Basis agiler Prinzipien und Wertstrombetrachtungen neu zu gestalten. Wichtige Treiber dafür waren z.B. der Wunsch nach mehr Markt- und Kundenorientierung, mehr Empowerment und echter Verantwortungsübernahme durch alle Mitarbeiter, die Abschaffung rein interner Managementfunktionen, rollenbasiertes Denken und schliesslich eine starke Vereinfachung von Organisation und Prozessen. Im neuen Setup haben wir entlang der Hauptbranchen, in denen wir tätig sind, Wertströme (WHAT) etabliert. Die zweite Komponente des Modells sind die Verfahren, nach denen wir unsere Fähigkeiten organisiert haben (WIE). In der Präsentation berichten wir über die Beweggründe für die organisatorische Veränderung und stellen das neue Modell vor, das wir «Zühlke Grid» nennen, und berichten über gute und schlechte Erfahrungen aus dem ersten halben Jahr im Helix-Modell. Wir stellen dar, welche Ziele wir mit der neuen Aufstellung erreicht haben und welche nicht. Darüber hinaus gehen wir darauf ein, welche weiteren Schritte wir in den nächsten 6-12 Monaten unternehmen wollen. Gleichzeitig geben wir einen Einblick in begleitende Massnahmen bei der Umstellung und die Bedeutung von Geschwindigkeit bei der Durchführung der einzelnen Schritte.

    Daniel Rapp

    Daniel Rapp (Director & Partner)

    LinkedIn

    Daniel Rapp ist verantwortlich für die Delivery Excellence Practice bei Zühlke Schweiz. Er hat das neue Organisationsmodell zusammen mit der Geschäftsleitung entwickelt und das Transformationsprojekt geleitet.
    Daniel Rapp ist seit über 10 Jahren bei Zühlke und hat in den verschiedensten Funktionen Erfahrungen gesammelt – vom Projektleiter über den Engagement Manager bis zum Head of Delivery Excellence.

    Zühlke Grid – Value Stream Organisation auf Basis des Helix Modells Firma
    Dr. Thomas Memmel

    Dr. Thomas Memmel (Senior Managing Director & Partner)

    LinkedIn

    Thomas Memmel ist bei Zühlke verantwortlich für die Finanzdienstleistungs- und Unternehmenskunden in Deutschland und der Schweiz. Seit Jahren treibt er die konsequente Ausrichtung des Organisationsmodells an den Markt- und Kundenbedürfnissen voran und initiiert damit auch den Wandel zu einer agilen Organisation. Seinen ersten Artikel über agile Praktiken veröffentlichte er 2004.
    Thomas Memmel arbeitet seit 2009 bei Zühlke und ist seit 2014 Mitglied der Geschäftsleitung.

    Zühlke Grid – Value Stream Organisation auf Basis des Helix Modells Firma

  • Inspect & Adapt at Scale - Guiding an Agile Transformation Journey

    In 2020, Julius Baer embarked on a holistic transformation journey. In this presentation, we will share with you our 4 Moments of Truth and how we adjusted the transformation in an agile way.

    Key takeaways:
    – The power of a simple & clear vision
    – The necessity to put people, culture & leadership at the center
    – The importance of understanding the difference between output, outcome & impact
    – How aligned autonomy led to more powerful, trust-based collaboration

    Nick James

    Nick James (Head of Agile Transformation, Managing Director)

    LinkedIn

    Nick is an experienced and senior executive driven by enabling organizations to thrive in today’s rapidly changing business environment. His passion for agile was sparked as an Oracle software developer in the City of London in the late 1990s and agile has been a feature of his 20+ year consulting career delivering business, regulatory and technology transformation programs.  His focus in recent years has been Agile at Scale transformation, until recently at Boston Consulting Group where he was known for agile governance thought leadership, executive development programs and his work as a leadership coach.  Today he leads the Julius Baer global agile transformation where he is shaping and bringing into reality ‘Agile, the Julius Baer way’. 

    Inspect & Adapt at Scale - Guiding an Agile Transformation Journey Firma
    Andreas Fahrni

    Andreas Fahrni (Head Information Technology)

    LinkedIn

    Andreas is an experienced senior Information Technology executive having worked in consultancy as well as in corporate business over the last 25+ years. Andreas joined Julius Bär in 2008 after having spent more than 10 years with Accenture in its technology center in France, having been deployed as software delivery lead and system architect to the largest customers throughout Europe. Today at Julius Bär, Andreas is responsible for the global IT organization with the main software delivery and service operation centers in Switzerland, Singapore, and Luxembourg.

    Andreas holds a Ms. Sc. in Electrical Engineering from the ETH in Zürich.

    Inspect & Adapt at Scale - Guiding an Agile Transformation Journey Firma

  • Agile Geschäftsmodelle erfordern agile Sicherheitsmassnahmen

    Woher soll man wissen, ob die eigenen IT-Systeme und Software wirklich sicher sind? Fast jede Woche lesen wir in den Zeitungen von Cyberangriffen. Konventionelle Sicherheitsmassnahmen stossen offensichtlich an ihre Grenzen. Die Digitalisierung ermöglicht innovative Geschäftsmodelle und agile Entwicklungsmethoden ermöglichen die kontinuierliche Freigabe neuer Funktionalitäten. Diese Dynamik führt jedoch zunehmend zu Schwachstellen, die sich Cyberkriminelle zunutze machen. Anhand konkreter Business Cases und Sicherheitsmassnahmen zeigen wir, wie agile Geschäftsmodelle abgesichert werden können.

    Christina Kistler

    Christina Kistler (CCO)

    LinkedIn

    Christina Kistler ist Chief Commercial Officer beim Schweizer Startup und Bug Bounty-Anbieter GObugfree und als solche verantwortlich für Vertrieb und Marketing. Sie hilft Schweizer Unternehmen, die Kraft und Schwarmintelligenz der GObugfree-Community von vertrauenswürdigen Hackern zu nutzen, um echte und nachhaltige Ergebnisse zu erzielen und ihre Sicherheit zu erhöhen. Christina hat einen Master of Arts (lic. oec. HSG) in Wirtschaftswissenschaften von der Universität St. Gallen und ist dabei, ihren Master in Digital Leadership an der Hochschule für Wirtschaft in Zürich zu absolvieren.

    Christina ist eine leidenschaftliche Vertriebs- und Marketingexpertin mit mehr als 17 Jahren Erfahrung und einer nachgewiesenen internationalen Erfolgsbilanz in der Entwicklung effektiver Vertriebs-, Marketing- und E-Commerce-Strategien für namhafte Unternehmen in verschiedenen Branchen. Sie verfügt über Erfahrung im Aufbau leistungsstarker Teams und in der strategischen Transformation von Unternehmen im digitalen Bereich.

    Agile Geschäftsmodelle erfordern agile Sicherheitsmassnahmen Firma
    Rolf Wagner

    Rolf Wagner (Co-founder & COO)

    LinkedIn

    Rolf Wagner ist COO des Schweizer Start-ups GObugfree, wo er für die operative Exzellenz verantwortlich ist. Davor war er 10 Jahre bei einem führenden Schweizer Beratungsunternehmen tätig, wo er unter anderem den Kompetenzbereich Digitale Infrastruktur mit aufbaute. Rolf hat einen MSc ETH in Informatik mit einer Spezialisierung in Informationssicherheit.

    Rolf ist ein leidenschaftlicher Sicherheitsexperte und Mitbegründer mehrerer Start-ups. Er berät Unternehmen in Fragen des Sicherheitsmanagements und moderner Sicherheitsarchitekturen wie Zero Trust. Er arbeitete als Dozent an der Fachhochschule Nordwestschweiz, wo er Studenten in der Vorlesung «Application Security» die grundlegenden Konzepte der Anwendungssicherheit vermittelte.

    Agile Geschäftsmodelle erfordern agile Sicherheitsmassnahmen Firma

  • Building Bridges as We Walk on Them - The New Sustainability Paradigm

    A recent survey conducted by Deloitte for CXOs globally, revealed that executives in organizations currently both see and experience climate change and other pressing sustainability challenges. They believe we are at a tipping point, but still immediate and bold action could limit the worst impacts. The survey also tells us that CXOs experience today increased pressure form government, boards, investors, employees, customers. They see it, believe it, have pressure to do it –
    but…
    They still struggle to really get going, and the CXO’s tell us that their main hurdles are short term obstacles: it is hard to measure impact, there is insufficient supply of sustainable or low emission solutions , too costly, there is still a dominant focus on near term business issues demanded by investors and shareholders and the magnitude of change is too large and overwhelming.

    When looking at this from a leadership and organization design perspective, we recognize the complexity leaders face in embracing a powerful sustainability agenda. We suggest it can be beneficial to be working on three levels:

    1. The mindset and courage to act within boards and leadership teams. A new type of courage – building the bridge to the next «normal»
    2. The organization: New ways of working, agile and purpose driven – allowing to build the bridge as we walk on it
    3. 1+1 = 11 Eco-system thinking: working for transformative partnerships producing new solutions with exponential impact

     

    All organizations globally are embarking in a massive discovery phase aiming at unfolding their next version, a fully sustainable company successfully operating in a sustainability centric economic paradigm. Agility offers operating models and processes that well serve this transformation phase.

    Carlo Giardinetti

    Carlo Giardinetti (Sustainability & Leadership Senior Advisor)

    LinkedIn

    Carlo Giardinetti is a trusted Agile advisor for C-level executives and their executive teams on topics such as collaborative leadership and psychological safety. He is a visiting professor on leadership at Harvard university since 2017. He drives global sustainability coalitions and initiatives at the Vatican and the UN and is a seasoned expert on climate emergency plans, decarbonization and the circular economy in the fashion industry. He also advised multinational organizations on implementing ambitious environmental metrics and achieving decarbonization journeys along with net-zero plans.

    Building Bridges as We Walk on Them - The New Sustainability Paradigm Firma
16.00 – 16:45 Closing keynote

  • Agile Leadership: When Lives Depend on It

    David is the CEO of Medair, an impartial, independent, and neutral humanitarian organisation, which mission is to save lives and relieve human suffering in the world’s most difficult-to-reach and devastated places. Saving lives in those war torn places requires an organisation to balance security of their staff, with flexibility and agility to save lives.

    In this keynote, David will look at the balancing act of agile leadership, namely how can we meet the flexibility, innovation, speed and quick response requirements from our chaotic world, while we at the same time maintain a healthy organisational culture of stability, rest, balance and value based lifestyle.

    David Verboom

    David Verboom (CEO)

    As a leader of humanitarian organisations, David Verboom’s career has been shaped by some of the world’s largest crises. For more than 25 years his work has taken him across Asia, Africa, and the Middle East Region, responding to conflict, natural disasters, and the flight of refugees.

    David began his humanitarian career in Kenya and South Sudan with Medair, a Swiss humanitarian organization. Over the next 16 years ,he led teams with international NGOs as well as the European Commission where he was involved in monitoring the work of partner organisations.

    Returning to Medair as Chief Executive Officer in 2018, David was pleased to find the same core values and commitment to emergency response. Today, Medair has a programme portfolio of 90 million $, a global team of 1700 staff, and reaches more than 3 million people annually. 

    David and his wife Inge Wessels have three teenage children and currently live in Lausanne Switzerland.

    Agile Leadership: When Lives Depend on It Firma
16:45 – 17:00 Conference Wrap-up
17.00 – 18.00 Apéro & Networking