On April 17, 2024, Rob Frohman and Mélanie St. James will be presenting this topic at the Building Business Capability 2024 Conference in Orlando Florida.

Robert Frohman, with over 20 years in Agile methodology, has been instrumental in its adoption, moving from manufacturing origins to revolutionize software development with practices like Scrum. His expertise has led numerous projects to success, emphasizing iterative development and collaboration for quality and timely delivery.

How do committed, thoughtful leaders drive radical transformation and growth while staying true to core values? When Morton Wealth’s leadership team became decisive about growth after 40 years in business, Stacey McKinnon sought a framework to ensure the process wouldn’t leave her company disconnected from values and key priorities as growth accelerated and new organizational layers formed.

I first met Rob when he was working with Cisco on their move to agile and I was working with them on the move to OKRs — peanut butter and chocolate! We discuss how strategy and execution improve and accelerate with these frameworks.

Measure to gain understanding of the development processes and to make informed and data-driven decisions when adapting to changing requirements, technology, and market conditions.

Combining OKRs and Design Thinking can help the right ideas gain traction within organizations and deliver value to the customer and the business.

The Customer is central to the Agile Manifesto. Yet in some organizations, the process of defining what to build and how to build it remains surprisingly removed from the very customers they are serving.

Design Thinking has emerged as a powerful framework to help organizations innovate and deliver more value to customers. Many organizations are now integrating design thinking seamlessly at different junctures of project planning and execution. As such, additional benefits are emerging and something quite fundamental is being rediscovered: how to communicate and collaborate effectively with each other.

The idea that teams do not have to provide delivery dates under the guise of "being agile" is a myth. It is ironic because the underlying data gathered in empirical methods like agile are effective in establishing reliable forecasts. It is only reasonable that we set expectations with our customers and stakeholders on the value we deliver. The root of the myth seems to be two-fold.

Why Design Thinking? Design Thinking is a powerful framework supporting innovation, transformation and business agility.

What is OKR? Why is it so popular? Who uses it & how is it different from KPI? How does it work?