07.15 – 08.20 Registration. Coffee & Partner Expo in the Kongressfoyer
08.20 – 08.50 Session 1
- Life and Crimes of an Agile Coach: Episode 2John Brookmyre, Lead Agile Coach, Managing Director Senior AdvisorGartensaal 1AEnglish
Life and Crimes of an Agile Coach: Episode 2
After receiving overwhelmingly positive feedback from the ALD community in 2022, John is returning for the second episode of the Life and Crimes of an Agile Coach. In case you missed his session in 2022, you can read the supporting blog posts here.
This session focuses on some of the biggest challenges that John has faced in his 20+ year Agile journey. He’ll cover things like: How do you counter toxic behaviours? How do you create momentum? How do you harness the power of the people for good? How do you maintain confidence in the face of self doubt? How do you build resilience? He aims to do this in a way which gets similar feedback to 2022: Fun, Informative and Actionable.
The target audience is Agile Coaches and Scrum Masters but many of the learnings and techniques will be relevant to anyone who is involved in Agility or Change at Scale.
John Brookmyre (Lead Agile Coach, Managing Director Senior Advisor)
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.
- Erfolgreiche Teams durch Self-SelectionSamuel Frempong, Agile Transformation Coach & SAFe Program Consultant
Judith Strobl, Agile Transformation Coach & SAFe Program ConsultantGartensaal 1BDeutsch
Erfolgreiche Teams durch Self-Selection
Bei der bereichsübergreifenden Umstellung auf agile Arbeitsweisen ist es notwendig, anhand agiler Rahmenbedingungen Teams neu auszurichten und zu bilden.
Zur Verankerung des agilen Mindsets und er agilen Prinzipien ist der Top Down Approach dafür nicht geeignet.
Viel mehr haben wir die Mitarbeiter dazu befähigt, den Prozess des Team Setups selbst mitzugestalten.Durch den Self Selection Prozess haben wir die Entscheidungshoheit an die Mitarbeitenden übergeben und dadurch das bestmögliche Comittment aller Teilnehmer erzeugt.
Samuel Frempong (Agile Transformation Coach & SAFe Program Consultant)
Vor 6 Jahren durfte ich eine Transformation miterleben, verschiedene agile Rollen wahrnehmen und bin seitdem von der Agilität begeistert!
Seit zwei Jahren gestalte und begleite ich als Agile Coach die Transformation in der Allianz Suisse. Dabei unterstütze ich die Mitarbeitenden mit Schulungen und Coaching der agilen Arbeitsweise.
Judith Strobl (Agile Transformation Coach & SAFe Program Consultant)
Judith ist eine erfahrene Expertin im Bereich Agilität mit einem starken Fokus auf ganzheitliches Verständnis für umfassende Veränderungsprozesse. Mit über 7 Jahren Erfahrung in der agilen Organisationsentwicklung auf verschiedenen Ebenen hat sie ihre Kompetenz in unterschiedlichsten Bereichen zum Thema Agilität kontinuierlich erweitert. Sie setzt sich sowohl beruflich wie privat sehr intensiv mit dem Thema auseinander und für sie ist klar, dass es sich beim Thema Agilität nicht nur um einen Beruf handelt, für sie ist Agilität auch eine Berufung.
Ihre Expertise umfasst die Gestaltung und aktive Implementierung von agilen Skalierungs-, Transformations- und Veränderungsprozessen. Sie unterstützt Organisationen und Teams bei der Einführung agiler Frameworks (SAFe, Spotify, Scrum@Scale). Sie agiert als Mentor und Coach für agile Rollenträger und fördert die Selbstorganisation agiler Teams und Organisationen. Als Workshop-Leiterin und Moderatorin gestaltet sie zielgerichtete Trainings und Schulungen im agilen Kontext, einschließlich Zertifizierungsvorbereitungen (SAFe, scrum.org).
Am meisten Freude bereitet es Judith in ihrer Rolle als Agile Transformation Coach, Teams und Stakeholder zu Höchstleistungen zu motivieren, indem sie ihnen auf dem Weg zur Agilität jederzeit zur Seite steht.
- Digital Innovation in a Traditional Company: Core – Growth – Explore in Coexistence?Esther Seidl-Nussbaumer, Head of Corporate lnnovationGartensaal 1CEnglish
Digital Innovation in a Traditional Company: Core – Growth – Explore in Coexistence?
How can a traditional medical device company engage in digital innovation? How can exploration, growth, and core business coexist?
You will find out how traditional product companies can change towards more business agility and be fit for delivering highly customer-centered digital solutions. The speaker will share learnings from the journey to transform a product-centered textile manufacturer towards a customer-centered health care solution provider.
Esther Seidl-Nussbaumer ( Head of Corporate lnnovation)
Esther’s passion is inspiring and developing people and organizations towards more agility. She has an extensive track record in innovating and growing products, new business models, and digital health solutions in traditional companies and startups. She holds several board positions where she brings in her experience in strategy, innovation, and digital transformation.
Her focus in the recent years has been on driving the digital transformation of the health care industry by putting the customer in the center and using digital means to create value for the whole health care system. In several organizations she has implemented new structures to enable high impact innovation and agile strategy work, e.g. for the collaboration of corporates and startups.
09.00 – 09.30 Opening and Speaker Previews
09.30 – 10.15 Opening Keynote
- Achieving the Impossible with SuperteamsThomas Zurbuchen, Former NASA, Head of ETH Zürich | SpaceKongresssaalEnglish
Achieving the Impossible with Superteams
Changing the world is almost impossible, yet we try. How do we succeed?Based on the example of NASA missions, Thomas will talk about risks and difficulties in building missions that are almost impossible, and about the lessons his team and he learned in that environment that are useful for others.
Thomas Zurbuchen (Former NASA, Head of ETH Zürich | Space)
Head of ETH Zürich | Space. Longest continually running Head of Science at NASA from 2016 to 2022. Previously Professor for Space Science and Aerospace Engineering at the University of Michigan. Also founder of the largest Entrepreneurship programme at American Universities – the Michigan Center for Entrepreneurship – and a member of the international Academy of Astronautics.
10.15 – 10.45 Coffee Break in the Kongressfoyer
10.45 – 11.15 Session 2
- Schweizer Armee und Kulturprozess: ein Widerspruch aufgelöstNiklaus Jäger, Chef Leadership in der ArmeeKongresssaalDeutsch
Schweizer Armee und Kulturprozess: ein Widerspruch aufgelöst
“The only thing harder than getting a new idea into the military mind is to get an old one out.” Dieses Zitat von Liddell-Hart zeigt die Herausforderung von neuen Ansätzen grundsätzlich und insbesondere im Bereich Militär sehr gut auf. Das Beharrungsvermögen, das Festhalten von Bewährtem und die vermeintliche Vorbereitung auf Bekanntes zeichnen die Organisation Armee aus.
Mit der Zeitenwende durch den Krieg in der Ukraine, der Pandemie und der VUCA-Welt sind aber pragmatische und einfache Denk- und Problemlösungsansätze wieder in den Vordergrund gerückt. Hier kann die Schweizer Armee insbesondere im Bereich des Krisenmanagements einen Beitrag leisten. Militärisches Denken und Handeln ist per se agil und auf Vertrauen aufgebaut.
Die Herausforderung für die Schweizer Armee liegt aber in der Anpassung auf den sich ändernden Kontext und in der Wiedererlangung der Verteidigungsfähigkeit.
In Zeiten der Unsicherheit und Komplexität entscheidet die Agilität und Geschwindigkeit über Erfolg und Misserfolg. Es braucht entsprechend eine Lernfähige Kultur, die auf einem stabilen Wertesystem aufgebaut ist. Ein Führungsverständnis, dass Menschen befähigt Verantwortung zu übernehmen. Stabilität und Agilität: kein Widerspruch, sondern im Einsatz überlebenswichtig.
Diese Widersprüche und Herausforderungen werden in diesem Talk aufgezeigt, aufgelöst und ein möglicher Weg wird aufgezeigt.
Niklaus Jäger (Chef Leadership in der Armee)
Oberst i Gst Niklaus Jäger kommandiert aktuell das Kommando MIKA (Management-, Informations- und Kommunikationsausbildung der Armee), welches Teil der Höheren Kaderausbildung der Armee ist. Die Organisation wird zukünftig ins Kommando Führung und Kommunikation (KFK) überführt und bildet einen zentralen Bestandteil der Armeeentwicklung. Niklaus Jäger ist Projektleiter Leadership der Armee, Gründer des Leadership Campus der Schweizer Armee, welches auf dem vierten Punkt der Vision Armee basiert. Niklaus Jäger Doziert an der Universität Luzern Decusion Making Methodology für den MAS in Effective Leadership.
Er hat an der ETHZ Militärwissenschaften studiert und besitzt einen Master Abschluss in Military Leadership and International Security der Helmut Schmidt Universität in Hamburg und einen MAS in Projektmanagement der Alpen-Adria-Universität Klagenfurt. Im Rahmen seiner Weiterausbildung hat er den NATO Senior Course am Nato Defence College in Rom besucht und die zweijährige Generalstabsausbildung mit der Fachrichtung Marine (Admiralsstab) an der Führungsakademie der Bundeswehr in Hamburg erfolgreich abgeschlossen.
- Impact finanzieren, nicht Projekte: Wie können Sie Ihre strategischen Ziele mit Ihrer agilen Organisation in Einklang bringen?Jérôme Koller, Head of Lean Portfolio MgtGartensaal 1ADeutsch
Impact finanzieren, nicht Projekte: Wie können Sie Ihre strategischen Ziele mit Ihrer agilen Organisation in Einklang bringen?
„Das Portfolio auf den Mehrwert ausrichten“: Das klingt ja spannend und richtig! Jedoch ist dies eine erhebliche Veränderung für die gesamte Organisation. Dabei entstehen 2 relevante Spannungsfelder:
- Vom Funding Initiativen zum Funding von Outcomes. Wie gelingt der Shift Fokus von «Was» wir machen auf den Nutzen (Impakt) für das Unternehmen (Mindset Change)?
- Von Projekten zu einer stabilen Organisation und Teams mit kontinuierlicher Adaptierung und Entwicklung der Fähigkeiten. Wie kann in einer stabilen Organisation sichergestellt werden, dass die Fähigkeiten regelmässig hinsichtlich des zukünftigen Bedarfs überprüft und ggf. angepasst / re-balanciert werden?
Nachdem wir über die letzten 7 Jahren die agile Organisation aufgebaut haben, liegt der Fokus nun stark auf der konsequenten Ausrichtung auf die Strategie und Erreichung der definierten Outcomes. Heute priorisieren wir nicht mehr Vorhaben, sondern Outcomes, die einen entsprechenden Mehrwert für die Organisation liefern.
In diesem Talk erklären wir, wie wir mit dieser Herausforderung umgehen und was wir beim Alignment Strategie bis zur Umsetzung in den Teams als Mobiliar gelernt haben und welche Leitplanken uns unterstützen.
Jérôme Koller (Head of Lean Portfolio Mgt)
Jérôme ist für die strategische und finanzielle Steuerung innerhalb der agilen Organisationen von La Mobilière verantwortlich. Derzeit leitet er bei La Mobilière die agile Transformation und die Digitalisierungsvorhaben von 1300 Mitarbeitern. Jérôme hat sich stark für die Schaffung von Mehrwert durch KI at scale engagiert und leitete zuvor als Head of Data and Analytics ein Team von 25 Data Scientisten, die erfolgreich KI-Projekte im gesamten Unternehmen umsetzten.
Zusätzlich zu seinen beruflichen Tätigkeiten ist Jérôme ein leidenschaftlicher Musiker mit jahrelanger Erfahrung als professioneller Hornist. Er hat einen Abschluss in Mathematik und Informatik von der Universität Freiburg und schloss 2022 seinen EMBA an der IMD Business School in Lausanne ab.
- Accelerating Product Delivery - Agile Transformation Case StudySławomir Grzelczak, Vice-President of Biuro Informacji Kredytowej S.A. Management Board (BIK), President of Biuro Informacji Gospodarczej InfoMonitor S.A. Management Board (BIG InfoMonitor)
Anna Wiącek-Kocot, Partner at Deloitte, Technology Strategy & TransformationGartensaal 1BEnglish
Accelerating Product Delivery - Agile Transformation Case Study
How can an agile transformation reduce time to market (by 60%), improve customer satisfaction (by 8.1 NPS points) and increase employee engagement (by 10%)? As a large national financial services data provider serving 25 million citizens and collaborating with 700+ financial institutions, we embarked on an enterprise-wide Agile transformation journey. Our transformation touched every aspect of the organizational activity, from changes in the organizational structure through modification of operational processes and approach to technology development.
Sławomir Grzelczak (Vice-President of Biuro Informacji Kredytowej S.A. Management Board (BIK), President of Biuro Informacji Gospodarczej InfoMonitor S.A. Management Board (BIG InfoMonitor))
Sławomir Grzelczak is a graduate of the Warsaw School of Economics, the Faculty of Finance and Banking (2002). He also completed postgraduate studies, Blockchain, Smart Contracts and Digital Currencies (2019) conducted by Warsaw School of Economics. He has extensive experience working with international companies in the field of business intelligence and strategy, business process improvement and new product development within the credit insurance industry.
Since April 2013, he has been a member of the Biuro Informacji Kredytowej S.A. Management Board, responsible for the Non-banking Business Area. In July 2013, he was appointed the Vice-President of BIK Management Board, responsible for the Corporate Business Area. Since June 2014, he has also been the President of BIG InfoMonitor S.A. Management Board – the Economic Information Bureau. Between 2020 and 2022 he was the member of the Council of The Association of Financial Companies in Poland (ZPF).
Anna Wiącek-Kocot (Partner at Deloitte, Technology Strategy & Transformation)
Anna Wiącek-Kocot is a technology leader with over 20 years of experience in consulting and IT services for business, especially in designing IT Strategy, setting up and delivery of business and technology transformation programs, with major focus on financial industry. Expertise in tech strategy & portfolio management, architecture and solution design, IT operating model and agile transformations. She advises clients on designing corporate architecture, preparing technological and organizational transformations, and supports them in their implementation.
- Modern Product Management: From Old School to New SchoolGion Reto Cantieni, Head Agile Working
Lars Schor, Stream Product LeadGartensaal 1CEnglish
Modern Product Management: From Old School to New School
What is the role of modern product management in the transformation towards an outcome driven organization? Can it be the catalyst for a paradigm shift? What is the role of agility? We will delve into what modern product management looks like, which fundamental shifts you need to be aware of and how UBS drives product centric mindsets within their agile delivery organization. All for one cause: to develop new digital banking solutions that are both relevant and impactful, driving growth and competitive advantage.
Gion Reto Cantieni (Head Agile Working)
Gion joined UBS in 2014 and is currently heading the Agile Working Centre of Excellence, where he is deeply involved in the Agile@UBS transformation for the UBS Switzerland organization. Prior, Gion held various leading roles in UBS such as in Strategy & Business Development as well as in Program Management. Gion has a master’s degree from EPFL and holds the CFA designation.
Lars Schor (Stream Product Lead)
Lars joined UBS September 2022. As a Stream Product Lead, he identifies opportunities to create shared re-use of products and looking for broader opportunities to commercialize and expand the customer value from UBS’ product offerings. Previously he held various roles at McKinsey, most recently as an Associate Partner. He mainly focused on supporting companies on their journey to the digital age, including digitizing the customer journeys (both B2C and B2B), introducing Agile operating models and designing IT strategies for the digital age.
- Liquid Leadership: Management als Team-skillLars Gehrlein, Agile Transformation Principal Project ManagerGartensaal 2Deutsch
Liquid Leadership: Management als Team-skill
In einer Welt, in der Unternehmen zunehmend mit wachsender Komplexität und einer steigenden Anzahl von Krisen konfrontiert sind, müssen wir das Management neu denken. Wie können agile Expertenteams die Fähigkeit des Managements aufbauen? Und wie können agile Führungskräfte ihre eigene Expertise im Management weiterentwickeln?
In diesem Vortrag bringen wir aktuelle Überlegungen und Praxisbeispiele zusammen, um das um das häufige Problem anzugehen, bei dem Führungskräfte als hinderlich angesehen werden. Dies gilt sowohl für den Aufbau selbstorganisierter Teams als auch für die Delegation von Entscheidungsbefugnissen. Wir stellen Strategien vor, die auf wissenschaftlichen Konzepten der Kybernetik und Soziologie basieren. Diese Strategien haben das Ziel, das Engagement zu steigern und Geschäftsmodelle, die sich ausschliesslich auf Wirtschaftswachstum konzentrieren, in Richtung einer „Circular Economy“ zu überführen.
Lars Gehrlein (Agile Transformation Principal Project Manager)
Lars Gehrlein bringt umfangreiche Expertise in den Bereichen IT, Versicherung und Führungswechsel in IT-Organisationen mit. Derzeit ist er der Principal Project Manager im agilen Transformationsteam bei Gothaer. In seiner langjährigen Tätigkeit bei der Gothaer hat er diverse Schlüsselrollen innerhalb der IT-Organisation wahrgenommen und dabei die agile Transformation von der strategischen Planung bis zur erfolgreichen Implementierung massgeblich vorangetrieben.
- Quarterly Business Review (QBR) Simulation – Creating the Chain of Why from Strategy to Execution at ScaleAndreas Hüttmeir, CoE LeadSeezimmer 375 Min.English
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 (CoE Lead)
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.
11.30 – 12.00 Session 3
- Fireside Chat mit Chef der ArmeeThomas Süssli, Chef der Armee
Dominic Bächlin, Head LACE at Zurich InsuranceKongresssaalDeutsch
Fireside Chat mit Chef der Armee
Thomas Süssli, Chef der Schweizer Armee beantwortet vor Ort eure Fragen zu Leadership und modernen Organisationsformen. Als atypischer Soldat, kommend aus der Privatwirtschaft, führt er eine Organisation mit starker Kultur, Hierarchien, welche aber trotzdem viel Platz für Agilität hat. Teilweise mehr als in der zivilen Gesellschaft. Wir streifen Themen wie Leadership, Kulturwandel, Stretch zentrale vs dezentrale Organisationformen und wie sich eine Armee in dieser schnelllebigen Welt weiterentwickeln kann.
Thomas Süssli (Chef der Armee)
Korpskommandant Süssli ist verantwortlich für die Führung der Armee. Er leitet den Departementsbereich Verteidigung und untersteht damit direkt der Chefin des Eidgenössischen Departementes für Verteidigung, Bevölkerungsschutz und Sport (VBS), Bundesrätin Viola Amherd.
Dem Chef der Armee unterstehen der Armeestab, das Kommando Operationen, die Logistikbasis der Armee, die Führungsunterstützungsbasis und das Kommando Ausbildung.
- Agility vs Scaled Agility: Maximizing Customer ValueTommaso Tesone, Head of Agility, Quality and Process
Fabio Giorgi, Global Agile CoachGartensaal 1AEnglish
Agility vs Scaled Agility: Maximizing Customer Value
Optimize organization throughput by living the minimal level of Agility that provides the highest possible value to our customers. Siemens is re-evaluating which level of agility to use for which product/solution. We focus on killing the Zombie agility to re-invent our way to provide the highest customer value.
I will bring a set of practical examples to help you understand challenges and share various solutions to help you on your way.
Tommaso Tesone (Head of Agility, Quality and Process)
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.
Fabio Giorgi (Global Agile Coach)
Fabio brings 25 years of combined experience in software and hardware, with the past 8 years dedicated to leading the DevOps-driven continuous delivery transformation at Siemens. This entailed to Stream-Align our business model, architecture, and organization, with a combination of automation, technologies, methodologies, cultural changes, and organizational adjustments.
Fabio’s goal is to enable Siemens to achieve release speeds comparable to major companies and meet the expectations of today’s customers, all within a highly regulated environment.
- How To Enable a Decentralized, Large Scaled Transformation – A Roche StoryRonald D. Pitman II, Lean Agile Enablement Lead
Joël Krapf, Senior ManagerGartensaal 1BEnglish
How To Enable a Decentralized, Large Scaled Transformation – A Roche Story
Roche Informatics embarked on a large scaled transformation to enable ~15’000 Business and IT professionals to deliver better value, faster, efficient, together. This talk will be an honest account on the experiences gained during that journey and should act as an inspiration for other organizations on how to continuously transform.
Key Learnings:
- A deep-dive on the approach and agile transformation governance that Roche Informatic applied to enable this large scale transformation
- A deep-dive on the application of the hub & spokes model with +10 local LACEs
- A deep-dive on the transformation bootcamp that acted as a kick-start for the decentralized, large scale transformation
- Success factors and challenges experienced on the journey
Ronald D. Pitman II (Lean Agile Enablement Lead)
Ron is a former project manager that has enjoyed the evolution to being a transformation coach and thought leader in Roche Informatics with a focus on Lean Agile principles and adoption. Ron is currently serving as the Product Manager for the LACE Network and a servant leader of transformation coaches across Roche Informatics.
Joël Krapf (Senior Manager)
Joël Krapf has been facilitating and leading transformations for +10 years. He currently supports organizations on their digital journey as Business Agility Transformation & Agile Delivery Lead at Accenture Switzerland. Previously, he was Head Lean Portfolio and Agile Transformation at Migros and worked as Transformation Expert at other international organizations.
Joël has published various books and articles on Business Agility & Agile Leadership and is regularly invited as a keynote speaker at conferences. On LinkedIn, around 30,000 people follow him and his posts. Joël holds a PhD in Business Agility Transformation from the University of St.Gallen.
- Personelle Führung im Zeitalter der Agilität – People Management bei der Mobiliar ITCornelia Oppliger, Head of People Management (Co-Lead)
Pascal Ruppen, Agile Leader für Value Stream KMU/SME (SAFe) / IT DirectorGartensaal 1CDeutschPersonelle Führung im Zeitalter der Agilität – People Management bei der Mobiliar IT
Der Erfolg einer agilen Netzwerkorganisation steht und fällt mit den Menschen, die ihre Rollen darin wahrnehmen. Unsere IT-Fachkräfte werden dabei von IT People Manager:innen begleitet und unterstützt. Denn die Mobiliar hat die personelle und die fachliche Führung der rund 600 IT Mitarbeitenden organisatorisch getrennt. Die People Manager:innen leben ihre Rolle nach dem Motto „Wir sind da. Für dich. Für heute und morgen.“ und gestalten damit die Organisation der Zukunft tatkräftig mit.
Mit dieser Präsentation werden die Learnings und Challenges dieser Form der Zusammenarbeit mit dem Publikum geteilt. Denn seit der Einführung des People Managements in der gesamten Breite der IT wurde viel geschafft, aufgezeigt und gelernt. Knackpunkt und gleichzeitig Basis für den Erfolg ist: Die Organisationsform zwingt zu einer sehr nahen, vertrauensvollen und transparenten Zusammenarbeit der verschiedenen Rollen, Funktionen und Bereiche. Cornelia Oppliger, Co-Lead IT People Management und Pascal Ruppen, Agile Leader Value Stream KMU zeigen transparent die Erfolge aber auch die Learnings und Challenges aus den beiden Perspektiven der Agilen Netzwerkorganisation und des People Managements auf.
Cornelia Oppliger (Head of People Management (Co-Lead))
Cornelia Oppliger ist Co-Lead IT People Management bei “Die Mobiliar”. In dieser Funktion ist sie, gemeinsam mit ihrer Co-Lead, verantwortlich für die personelle Führung von rund 550 IT Mitarbeitenden. Zuvor war sie u.a. Co-Lead Digital Sales und Services bei PostFinance und hatte verschieden Rollen und Funktionen im Projekt- und Innovationsumfeld inne. Alle ihre bisherigen Rollen haben eine Gemeinsamkeit: «it’s all about people». Cornelia Oppliger ist Mutter von drei Kindern und wohnt mit ihrer Familie in Thun (BE).
Pascal Ruppen (Agile Leader für Value Stream KMU/SME (SAFe) / IT Director)
Pascal Ruppen ist Agile Leader des Value Streams KMU bei “Die Mobiliar”. In dieser Rolle ist er Teil der Troika und verantwortlich für die operative und prozessuale Steuerung sowie die Koordination des Value Streams. Er ist seit über 12 Jahren bei der Mobiliar und gestaltet die agile Transformation seit den Anfängen aktiv mit. Oberstes Ziel für ihn ist es die Organisation so auszurichten, damit diese jederzeit rasch auf Veränderungen reagieren kann und dadurch konkurrenzfähig bleibt. Pascal Ruppen ist Vater von zwei Kindern und wohnt – trotz seinen Walliser Wurzeln (😊) – mit seiner Familie in Steffisburg (BE).
- 5 Surprising Facets of Diversity: Uncovering Team RealitiesCarsten Panzner, Unit Head - Agile BernGartensaal 2English
5 Surprising Facets of Diversity: Uncovering Team Realities
Intrigued by the complexities of diversity within teams? Join me in a deep dive into „The 5 Facets of Diversity“ as we uncover the intricate tapestry of today’s workplace dynamics. From the synergistic benefits to the inevitable challenges, this session promises a candid exploration that will leave you with a nuanced perspective on the role of diversity in shaping our teams and organizations. Don’t miss out on this eye-opening journey into the heart of modern workforce dynamics.
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
- Project to Product Transformation Journey – Build a Bridge Between Business and TechnologyBernd Rumscheid, Head of Digital Solutions and Data in Finance Division and It Group Functions
Stephan Kahl, Director Agile & DevOps TransformationKongresssaalEnglish
Project to Product Transformation Journey – Build a Bridge Between Business and Technology
How we succeeded to build a bridge between business and technology at Mercedes-Benz? Let us take you through our Project to Product Transformation Journey.
We are transforming our organization – shifting from a demand driven to a value- & customer-oriented working model. As cars of the future are software-driven and will be defined by their digital products, this change is a must. This also valid for all corporate functions
.During our journey we focus on the people to truly enable a sustainable and successful change. From our experience in leveraging the Scaled Agile Framework and bringing our business and IT talents together, we will share our key lessons learned and success factors.
Bernd Rumscheid (Head of Digital Solutions and Data in Finance Division and It Group Functions)
Bernd Rumscheid began his career in 1991 at Mercedes-Benz. After building a good knowledge about the automotive business in different areas like plant operations, research & development, IT etc. he ventured into innovation fields like, online or telematics services, leading different joint ventures, e.g. with Daimler AG and Deutsche Telecom AG. He expanded his expertise by leading the international Shared Service Centers in Madrid and Cebu.
In 2013, Bernd returned to Germany and got in charge of methods, processes and systems in Finance. Since he also took over IT Group functions in 2019, he drives an agile transformation integrating the business and IT teams in a product-oriented organization to accelerate digitization and foster focus on value creation.
Stephan Kahl (Director Agile & DevOps Transformation)
Stephan Kahl is a Director at Deloitte Consulting with 13 years of experience in Consulting. He passionately accompanies Executives on Business Agility Journeys as a Consultant, Mentor and Coach. For Stephan, agility is not the goal, but a means to an end to achieve measurable business outcomes. The job is done when customers and employees are happier, time-to-market has been reduced significantly, product quality has improved and the value contribution of an organization towards its (internal) customer is clear and measurable.
Stephan is a Certified SAFe 6.0 Practice Consultant (SPC), certified Scrum Master (CSM), IC Enterprise Agile Coach (ICP-CAT, ICP-ENT) and ITIL v3 certified.
- Vision Before Mission: An Architect’s Role in Enabling Agility – Tales From SwisscardSourav Ray, Senior Solutions Architect
Rudolf Flütsch, Senior Solutions ArchitectGartensaal 1AEnglish
Vision Before Mission: An Architect’s Role in Enabling Agility – Tales From Swisscard
“In the new world, it is not the big fish which eats the small fish, it’s the fast fish which eats the slow fish.” These are now famous words from Klaus Schwab – the Founder and Executive Chairman of the World Economic Forum.
We constantly strive to be this fast fish and to deliver value with increasingly shorter turnaround times. But this velocity always comes with its own risks and costs in tow.
So, how can we ensure that we solve problems quickly and efficiently without introducing brand-new ones? And, what is the Solution Architect’s involvement in making this possible? Let’s find out!
Hey – what’s that I see? Is it a bird? Is it a plane?
It’s an Architect aboard the Agile Release Train!
In this presentation, Sourav Ray and Rudolf Flütsch talk about the foundations, or the „A-B-C-D-E“, of how Architects work at Swisscard and discuss the philosophies behind how they constantly strive to enable sustainable agility.
Sourav Ray (Senior Solutions Architect)
Sourav started out as a developer nearly 20 years ago, working for the back-office of a large international bank. This voyage would take him across technology-landscapes, competencies, geographies and industries. He would work in Pharmaceuticals, Insurance, Telecom, Banking and Financial Services and finally, Cards and Payments. In this time, he would find himself working in a heady variety of job-roles within IT initiatives. Nowadays, he is a Senior Solutions Architect at Swisscard, but more significantly – an all-round „problem-solver“ with strong people-skills.
Sourav observed in his ‘travels’ that, regardless of the organization or domain that he worked in, there was always one constant—a never-ending search for agility. His current passion is to fuel this drive. Therefore, he endeavors to work alongside knowledge-workers and teams to facilitate and support this agility in the most sustainable ways possible.
Rudolf Flütsch (Senior Solutions Architect)
Rudolf (Ruedi) started out working with fire control systems and nuclear reactors more than 28 years ago before coming into contact with the world of programming. As he navigated his way through the complex waters of Host, Java, .NET and multitude of other languages and technologies, he went back and forth from development and architecture to management before finally settling into the role of a ‚hands-on‘, results-oriented Senior Solutions Architect at Swisscard.
Meanwhile, over the years, Ruedi has waded through Scrum, DevOps, Microservices and so much more. He enjoys rolling up his sleeves and working in the trenches as and when necessary. His goal is to bring his knowledge and experience to the table and make things happen with as much agility possible within the boundaries and constraints of an organization.
- Agilität für Beamte - neuer Virus verbreitet sichMarc Pfeiffer, CIO, Tax Authority
Valbona Salijeska, ICT-SupporterinGartensaal 1BDeutsch
Agilität für Beamte - neuer Virus verbreitet sich
Wir alle kennen den Ruf der «Beamten» in der öffentlichen Verwaltung – Angestaubt, Langsam und Unflexibel? Agilität ist dazu der perfekte Widerspruch.
Die Steuerverwaltung des Kantons Bern hat sich bereits vor einigen Jahren auf den Weg der Agilität gewagt.
Wir erzählen von unserer agilen Transformation aus der Perspektive der Geschäftsleitung aber auch aus Sicht der beteiligten Teams. Die Schritte zur Implementation von SAFe waren nicht ganz einfach, doch wir haben diese zusammen gemeistert.
Wir berichten von unseren Herausforderungen und davon was wir unterwegs gelernt haben. Wir zeigen auf, weshalb kulturelle Unterschiede bei uns weiterhin bestehen und wie wir damit umgehen.
Beim Kanton zuerst als Spinnerei abgestempelt, interessieren sich nun immer mehr Direktionen und Firmen aus der ganzen Schweiz für unsere Erfolge.
Marc Pfeiffer (CIO, Tax Authority)
Marc Pfeiffer ist CIO und Mitglied der Geschäftsleitung der Steuerverwaltung des Kantons Bern. Ausgerechnet hier halten Agile Management-Methoden Einzug und rütteln an den Grundfesten der Organisation. Dadurch gibt es auch Zweifel und Ängste gibt – doch mit Weiterbildung und aktivem Vorleben meistert Marc diese Herausforderung.
Valbona Salijeska (ICT-Supporterin)
Steuerfach und IT in einer Person: Valbona Salijeska arbeitet seit 2015 in der Steuerverwaltung des Kantons Bern und war in verschiedenen Fachabteilungen tätig. Mit der Einführung der Agilen Methodik wechselte sie 2019_ als Business Analystin und Testerin zu 50% in ein Scrum-Team. Die Herausforderungen der agilen Transformation kennt sie aus erster Hand. Die unterschiedlichen Philosophien der beiden Welten prägen auch heute noch ihren Arbeitsalltag.
- Our M365 Co-Pilot Experience and the Potential of GenAI in the Insurance IndustryVolker Schmidt, CITOGartensaal 1CEnglish
Our M365 Co-Pilot Experience and the Potential of GenAI in the Insurance Industry
Das Potenzial der generativen KI scheint unglaublich und hat das Potenzial, die Art und Weise, wie wir heute das Versicherungsgeschäft betreiben, zu verändern. Microsoft hat die Ära der Copiloten eingeläutet. Swiss Life war eines von 600 Unternehmen, die am Early Bird des M365 Copilot teilnahmen. Wir stellen unsere Erfahrungen mit dem M365 CoPilot bei Swiss Life mit kleinen Demos vor.
Volker Schmidt (CITO)
Volker Schmidt holds a Diploma in Business Administration, a Master in Economics and Management and an Executive Master of European and International Business Law. In 2015, he also obtained a Master’s degree in Business Psychology.
For 16 years, Volker Schmidt held several positions at CSS Insurance. Between 2010 and 2017, he was a member of the Group Executive Board and was responsible for various areas: between 2010 and 2016 for the Insurance Technology & IT Division and then for the ICT & Operational Excellence Division. At the same time, he was Managing Director of the former Sanagate. Volker Schmidt then worked at the Swiss Life Insurance Company Pax until 2022, where he took over as Head of Operations & IT as COO.
Since January 2023, Volker Schmidt has been Head of IT at Swiss Life and a member of the Executive Board Switzerland.
- Continuous Evolvement and Acceleration – The Next Stage of Agile TransformationsAnton Podokschik, Manager
Alex Ngu, ConsultantGartensaal 2English
Continuous Evolvement and Acceleration – The Next Stage of Agile Transformations
Continuous evolvement and acceleration – The next stage of agile transformations – What we can learn for the future from 15 major Agile Transformations
While the significant Agile transformations are through, organizations’ ongoing need for change remains. This presentation provides an overview of what we have learned from 15 major Agile Transformations and what companies can do today to prepare for the coming changes. We show practical examples from different industries in which insights are relevant and derive success factors.
Anton Podokschik (Manager)
Anton Podokschik is a Manager at “Accenture Business Agility”. During his career he took on numerous agile roles e.g. Release Train Engineer, Agile Coach, Trainer, or Transformation Leader). Anton is a passionate advocate of agile mindsets and the required organizational culture change.
Alex Ngu (Consultant)
Alex Ngu is an Accenture Business Agility Consultant with experience in transformation and Agile delivery. With a strong focus on transformation processes and fostering a culture of continuous improvement, Alex has successfully led teams through agile transformations.
- Behavioral Change Crash CourseEvelyn van Kelle, Strategic Software Delivery Consultant & Behavioral Change Consultant
Andrea Clasquin, Behavioral Change ConsultantSeezimmer 375 Min.EnglishBehavioral Change Crash Course
Behavioral change and Agile are two concepts that are very often linked to each other. It seems that no transformation project can succeed without a necessary change in behavior and/or mindset. When a company starts a transformation, you’ll probably see all hands sessions that communicate the importance of organizational/team alignment and adopting the Agile mindset and values. The introduction of new tools and practices that should enable the desired behavioral change. The new values on beautiful posters on the walls in the office. Leaders and managers emphasizing the why of the transformation in impressive speeches. And then… nothing. No behavioral change, no goals achieved.
One of the reasons many transformation projects fail is because there’s not nearly enough focus on the crucial link: human behavior. Many initiatives and programs around Digital Transformation and the introduction of an Agile/ DevOps way of working are focusing on technology, e.g., automated software delivery pipelines and self-service Cloud platforms. In fact, advanced technology can lead to major improvements, but the truth is, that the full leverage of business value creation is tied to changes in people’s behavior. How the team members are aligned, how communication is organized and how leadership is manifested, does not depend on technology shifts. It’s about how humans (inter)act.
In this highly interactive workshop (you’ll be doing all the work ;-)), Evelyn and Andrea will get you started in realizing behavioral change. You will gain insights in what actually drives behavioral change, and you will practice with useful tools that you can continue to use the next day.
Evelyn van Kelle (Strategic Software Delivery Consultant & Behavioral Change Consultant)
Evelyn is a consultant and trainer that focuses on (digital) transformations, helping organizations to drive sustainable change from a sociotechnical perspective. She guides management and teams to become more successful by focusing on optimizing their systems as a whole instead of getting stuck in local optimization efforts. To achieve sustainable transformations that actually last, Evelyn focuses on the true critical factor of organizational success: behavior. Using a mixture of social sciences, behavioral sciences, Domain-Driven Design, and technology, she helps to design and evolve the best environment for people to thrive in.
Andrea Clasquin (Behavioral Change Consultant)
Andea works as a consultant and trainer at Xebia and helps organisations in sustainable change by looking at behavior. With her background in IT she is able to translate IT strategies towards desired behaviors and helping management teams to strategies for organizational transformations. Mixing her IT knowledge, behavioral science and people management experience she is able to design and implement change strategies addapted to the specific environments and required results.
14.15 – 14.45 Session 5
- How “Generative AI” Will Transform Organizations and LeadershipVladimir Vuskovic, Director of Product Management - Conversational AIKongresssaalEnglish
How “Generative AI” Will Transform Organizations and Leadership
Coming soon!
Vladimir Vuskovic (Director of Product Management - Conversational AI)
Vladimir Vuskovic, PhD, leads a product team in Google Cloud tasked with building Smart Virtual Agents using the latest of Google AI. Before that, he led product for the Google App experience on Android and iOS, was one of the Google Assistant co-founders, and led several other efforts in Google including YouTube API and Uploads after joining Google in 2011.
Vlad holds a PhD in Robotics from ETH Zurich.
- Mit Gegenwind segeln lernen – Widerstand erleben, verstehen und meistern!Julia Lehner, Agile Coach
Stefan Teichtweier, Agile CoachGartensaal 1ADeutsch
Mit Gegenwind segeln lernen – Widerstand erleben, verstehen und meistern!
Wer Veränderungen in Organisationen initiiert oder begleitet muss mit Gegenwind rechnen. Da sind dann diese ewig Gestrigen, die Unbelehrbaren und die Ahnungslosen die einem mit ihrem Widerstand im Weg stehen. Was also tun?
So wie es auf dem ersten Blick kaum möglich erscheint mit einem Boot gegen den Wind zu segeln, braucht auch der Umgang mit Widerstanden ein paar Kniffe und Fertigkeiten um in die gewünschte Richtung zu kommen.
Durch Experimentieren, Schulung der eigenen Wahrnehmungsfähigkeit und Haltung, Würdigung und dem konstruktiven Umgang mit Zwickmühlen zeigen wir wie Gegenwind verstehbar wird und man Wiederstand meistern kann.
Julia Lehner (Agile Coach)
Seit 2008 im agilen Umfeld tätig – abwechselnd als Scrum Master, Product Owner und Agile Coach. Mein Motto ist «Mensch im Fokus»: wenn das Miteinander fliesst, wenn das Herz und der Verstand im Einklang sind, wenn die Einstellung stimmt ist der Boden für die Entfaltung und das Leben von Agilität bereit. Für das Hegen und Pflegen dieses Bodens setze ich mich leidenschaftlich ein, mithilfe meiner Erfahrung, Präsenz und Fokus auf mein Gegenüber, Coaching-, Teamentwicklung- und Konfliktberatungsfähigkeiten (Gestalt-Coach und Therapeutin, Klärungshelferin/Mediatorin).
Stefan Teichtweier (Agile Coach)
Seit 2001 im agilen Umfeld tätig, ist es meine Leidenschaft, mich und mein Umfeld kontinuierlich voranzubringen. Meine Schwerpunkte sind die Verbindung von Psychologie, Kognitionswissenschaften, Informatik und der Umgang mit komplexen Systemen. Ich verknüpfe diese Gebiete bei meiner Tätigkeit spielerisch und ernsthaft zugleich. Als ausgebildeter und erfahrener Coach, Agile Coach, Trainer, Mediator und Klärungshelfer unterstützte ich Organisationen, Teams und Einzelpersonen darin, ihr volles Potential zu entfalten.
- Unleashing the Power of Change: Technical Enablers for Agile Digital TransformationLuca Gambini, Senior Director Business Delivery Partner
Bruno Schenk, Senior Director Platforms and Delivery HubsGartensaal 1BEnglish
Unleashing the Power of Change: Technical Enablers for Agile Digital Transformation
In this presentation we would like to bring our successful experience in Sunrise, focusing on the technical enablers needed to support such Transformations. We will show what are the right IT architecture principles that you have to enforce and how they go hand in hand with the needs of the Business. We will talk about how to decouple the front-end changes from the ones more complex in the back-end systems, by using microservices, and how to support swift deploys with the use of containerization. And we will explain how the implementation of DevSecOps methodologies can bring benefits, not only to the IT teams, but to the whole organization.
We will include concrete examples of what we delivered, the challenges we encountered along the way and the next steps planned to further improve our IT ecosystem.
Luca Gambini (Senior Director Business Delivery Partner)
After a long period in consulting, Luca is currently Sr. Director Business Delivery Partner of Sunrise, the second largest Telco operator of Switzerland. He has 20 years of experience in this industry, gained in big IT and Digital Transformation programs around the world. He is also a guest lecturer regularly invited to hold seminars in several academies and he is collaborating with top ranked universities like HEC of Paris, EPFL of Lausanne and LSE – London School of Economics.
Bruno Schenk (Senior Director Platforms and Delivery Hubs)
Croatian by birth, Bruno Schenk grew up and lives in Switzerland. With his double-background in Health and IT / Business Consulting, he brings a unique mix of emotional intelligence and transformation skills. In his 13 years journey in IT, Bruno developed from Analyst to Senior Director Platforms and Delivery Hubs, his current role at Sunrise and he holds relevant experience in leadership of complex transformation. At Sunrise, Bruno leads a large team of enablers for Digital, Sunrise Moments, Swiss-Ski Digital Innovation, DevSecOps and more.
- Mindset Shift Finance – Die Kraft von LPM entfesselnChristian Scherer, Head of APMO
Malte Kumlehn, SAFe FellowGartensaal 1CDeutsch
Mindset Shift Finance – Die Kraft von LPM entfesseln
Die Finanzfunktion wird in einer agile Transformation meist nicht als Beschleuniger wahrgenommen. Erfahren Sie, wie Lean Portfolio Management (LPM) helfen kann, die Perspektive von einer plangetriebenen Cost-Controlling Sicht hin zur Betrachtung der Wertschöpfung zu ändern.
In diesem Referat werden wir Ansätze aufzeigen, welche Elemente und Entwicklungsschritte im Kontext Lean Portfolio Management dazu beitragen können, die Unternehmensstrategie mit einem Portfolio zu verbinden und wie sich daraus Vorteile für den CFO und die Finanzfunktion realisieren lassen. Sie werden erfahren, wie Sie mit der Wertschöpfungsorientierten Unternehmensausrichtung beginnen können, und Sie werden kritische Erfolgsfaktoren verstehen, um Lean Budgeting in unternehmensweite Initiativen umzusetzen.
Christian Scherer (Head of APMO)
Christian blickt auf über 20 Jahre IT-Erfahrung zurück, mit Schwerpunkt auf verschiedenen Governance- und Managementfunktionen. Er war verantwortlich für IT-Servicemanagement, Strategie, Finanzen und Projektportfoliomanagement in zwei Versicherungsgruppen in der Schweiz und Europa.
Als einer der führenden deutschsprachigen Experten für die Umsetzung von Lean Portfolio Management baute Christian eine komplexe Enterprise-Portfolio-Umgebung beim grössten Detailhändler der Schweiz auf. Er spielte eine Schlüsselrolle bei der Gestaltung der agilen Reise und der Entwicklung der Unternehmenskultur hin zu einer lernenden Organisation.
Christian ist heute für das Lean Portfolio Management der Schweizer Geschäftseinheit der Zürich Versicherungs-Gesellschaft verantwortlich. Mit seinem breiten Hintergrund im Versicherungswesen und agilen Methoden unterstützt er die strategische Umsetzung des Unternehmens. Er und sein Team betreiben und entwickeln das APMO in enger Zusammenarbeit mit Kollegen aus LACE, Finanzen und Konzern weiter. Sie etablieren dabei eine Lean Governance Struktur für die Bereitstellung aussergewöhnlicher Kundenservices.
Malte Kumlehn (SAFe Fellow)
Malte leitet grosser Leidenschaft digitale Transformationen hin zur Unternehmensagilität. Als weltweit erster von über 30 SAFe® Fellows, Berater, Unternehmer und Advisory Board Members in seinem Bereich leistet er Pionierarbeit bei der Realisierung von intelligenten Betriebsmodellen für eine beschleunigte Strategieumsetzung in Enterprise Portfolio Umgebungen.
Der SAFe® Fellow Titel würdigt Personen mit der Tiefe und Breite der Erfahrung, um auf höchstem Komplexitätsniveau in der digitalen Transformation von Unternehmen zu arbeiten, und die sich als Vordenker im Lean-Agile-Bereich etabliert haben.
Malte hat unter anderem das erste Agile SAP Delivery Excellence Business von Accenture gegründet, geleitet und ausgebaut. Als Business Owner leitete er alle Aspekte hochkomplexer Transformationen, einschließlich Mitarbeiter, Umsatz, Kosten, Geschäftsentwicklung und Lieferung.
Mehr als 1.500 Führungskräfte haben von Maltes hochwirksamen Wachstumsprogrammen profitiert, um geschäftskritische digitale Transformationen zu beschleunigen. Dabei gehört Malte zu den ersten Lean Portfolio Management und Leading in the Digital Age Trainern. Seine Erfahrungen wurden in den letzten zehn Jahren von Accenture, Gartner, der Swiss Association for Quality und Scaled Agile Inc. veröffentlicht.
- Beyond the Agile Manifesto: The Real World of ImplementationPeter Parkes, Group Product ManagerGartensaal 2English
Beyond the Agile Manifesto: The Real World of Implementation
Agile methodologies promise significant benefits, but does reality reflect theory? Miro’s Group Product Manager Peter Parkes, along with representatives from a top Swiss innovator, delve into this important question. They’ll unpack the realities of implementing Agile methods, explore the successes and challenges, and reveal how to truly leverage the power of Agile to fuel innovation.
Peter Parkes (Group Product Manager)
Peter Parkes heads up Miro’s Product Development Workflows group, building features and experiences in Miro that serve engineering, product, and design teams, and to transform agile processes and the way people collaborate day-to-day.
He’s passionate about the role that tools and technology play in making work more productive, more satisfying and more fun.
Prior to joining Miro, Peter founded software startup Qualdesk, worked as a management consultant on agile transformation programs for clients including Carlsberg, Nike, and Universal Music, and held product and marketing roles at Skype and Expedia.
14.45 – 15.15 Coffee Break in the Kongressfoyer
15.15 – 15.45 Session 6
- CEO View on AgileAndré Krause, CEO
Adrian Zwingli, ChairmanGartensaal 1CEnglishCEO View on Agile
Information coming soon!
André Krause (CEO)
André Krause has been the CEO of Sunrise since November 16, 2020. Before that, he served as the CEO of Sunrise Communications AG from January to mid-November 2020. He joined Sunrise in 2011 as the Chief Financial Officer, a position he held until the end of 2019.
Prior to his time at Sunrise, he spent seven years at Telefónica O2 Germany, first as Vice President Strategy & Consulting and later as Chief Financial Officer. Earlier in his career, André also worked at McKinsey & Company, as Associate Principal as well as a member of the TIME practice, and at Arthur Andersen, as Assistant Computer Risk Management and Auditing. He holds a bachelor’s degree in economics from the University of Bielefeld.
Adrian Zwingli (Chairman)
Adrian Zwingli has extensive entrepreneurial and technological experience. The focus of his activities is on: Digital Disruption and Transformation, modern and agile organizational forms, High Performance Leadership and Entrepreneurship. In addition to his passion as Chairman of SwissQ, Adrian teaches at various universities, technical colleges and executive schools on the topics of digitalisation, leadership and agility. He holds an MBA in General Management and leads the IMD High Performance Leadership Alumni in Zurich. His personal mantra is “Why not now”.
- Rowing on New Value Streams – Sharing Business Agility Experience With ManorRoberto Fedele, CIO
Paul Boekhout, Enterprise Agile CoachGartensaal 1AEnglish
Rowing on New Value Streams – Sharing Business Agility Experience With Manor
In this session, we’ll cover the need for change in both organization and culture, the initial value stream setup involving business and IT, the impact of the change (what went well and what was difficult), and the broadening of the change scope with the introduction of more value streams.
Join for key takeaways addressing the need for change, setting up value streams, evaluating the impact, and broadening the change scope. Let’s navigate the challenges and create a positive environment together!
Roberto Fedele (CIO)
Roberto Fedele started working as CIO at Manor at the beginning of 2021. He has many years of strategic and operational experience in the retail sector, related industries and IT consulting. After five years as CIO at SV Group AG, Fedele led the Valora Group’s IT for six years. Roberto Fedele has managed numerous IT platform projects on the company side, supported them in an advisory capacity and implemented company-wide digital transformations in a responsible role.
The Swiss-Italian dual citizen holds a degree in business economics and a master’s degree in business administration from the universities of Bern and Rochester.
Paul Boekhout (Enterprise Agile Coach)
Passionate about driving change, setting up Agile Transformations, Paul Boekhout is an Enterprise Agile Coach at Xebia-SwissQ. In this role, Paul is designing and supporting the execution of Lean Agile Transformations and Agile Portfolio Management. Currently he is active in various Industrial companies (Hardware, Mechanics, Software), Retail, Building Industry and Energy. Furthermore, he is a Trainer at the Xebia-SwissQ Academy, and an enthusiastic Speaker and Lecturer at Universities.
- From Project to Product ThinkingFilipe Abrahao, Head of Software Engineering
Patricia Kleinle, Agile TransformationGartensaal 1BEnglishFrom Project to Product Thinking
Together with being a great tool for bottom-up and top-down alignment, OKRs are a great way to support teams to shift their focus from projects and their output to products and their outcomes for customers.
In this session we’ll demonstrate how we are cascading down Julius Baer’s high-level group strategy to the day-to-day scope of delivery teams, while empowering the teams to independently identify how they can have an impact on Julius Baer’s strategic priorities. We will share the journey of one of our infrastructure teams, an area that traditionally found it hard to relate their daily work to the business outcome.
Filipe Abrahao (Head of Software Engineering)
Throughout his career, Filipe has been dedicated to building and leading engineering teams. In his current role as Head of Software Engineering Centre of Excellence at Julius Baer, he and his team are building platforms utilized by a team of over 300 software engineers.
With his extensive background, Filipe possesses a wealth of experience in scaling engineering organizations and understanding the pain-points that come with it. He particularly enjoys coaching and advising start-ups.
Patricia Kleinle (Agile Transformation)
With her background in HR and IT as well as experience in different agile roles, Patricia is passionate about agility, business transformation, digitalization, as well as related change management and organizational development topics. She enjoys empowering teams to acquire an agile mindset and use agile methods to maximize value for their clients and grow as individual and as a team. Currently, Patricia is part of the Agile Transformation Team at Julius Bär, driving agile ways of working aiming at creating value beyond wealth.
- Micro Habits for Effective TeamworkDenniz Dönmez, Agile CoachGartensaal 1CEnglish
Micro Habits for Effective Teamwork
One of the most successful talks at ALD 2022 was based on the mutual learning model by Roger Schwarz. Since then, we’ve built on the model and made it more complete. Standing on the shoulders of giants, we have incorporated more team research and behavioral patterns.
We’ll build on the work described by Adam Grant, Brene Brown, Stephen Denning, Marshal Rosenberg, Robert Kegan, Christopher Avery, Edgar Schein, and others. The result is a model of 10 behavioral patterns that is just as hands-on as the mutual learning model, yet more exhaustive and much richer. It gives agile leaders a guide to leadership in self-managing teams.
Denniz Dönmez (Agile Coach)
Denniz has both immense academic and practical experience in agility. He studied agile teams for his PhD at ETH Zurich before becoming a Scrum Master and Agile Coach. Having spent more than a decade helping teams and organizations become more agile, Denniz believes the key to success is to establish what he calls “enabling structures.”
16.00 – 16.45 Closing keynote
- Leavinghomefunktion - On the Landway to New YorkLeavinghomefunktion,KongresssaalEnglish
Leavinghomefunktion - On the Landway to New York
There’s “Leaving Home Function”, a key feature designed by the automobile industry, ensuring a safe route from your doorstep to your car. And then there’s us: 5 artists, plus 4 rusty sidecar motorcycles – ready for the road! It’s time to put our studios on wheels and head direction east. We’re about to discover what safety and risk mean – what adventure and distance look like. But on the Landway to New York, only one thing is certain: our vehicle of choice has a mind of its own…
16:45 – 17:00 Conference Wrap-up
17.00 – 19.00 Apéro & Networking