Day 2

Transformations, regardless of the name of the framework, tend to split line management function and people growth function in the name of more clarity and accountability. They eventually end up into a double reporting line of managers that need to talk to each other about alignment issues and conflicts of interests and goals, which leads …

The “Demodesk Agile Framework” makes use of dynamic structures – especially rotating roles – to help resolve some of the pain points Demodesk faced when growing from 5 engineers to 20. In this talk, Max Muth will highlight the initial motivation for the change, and the challenges they had during the transition period and will …

Most people work in classic hierarchical organizations, and so is it at Deutsche Welle, the German international broadcaster. As part of the organizational development team at DW, Ute Braun and her colleagues started asking themselves whether self-organization could be an option for them. Then, they began to explore the possibilities…. Ute will provide inspiration for …

One of the core fallacies in organizational design is to use “best practices” from other contexts and organizations. How many organizations have struggled with implementing the Spotify model or SAFe? That’s why unlike many agile scaling frameworks and self-management methods, the unFIX model acts as a pattern library and has its focus on continuous innovation …

Pipedrive has used a similar approach to the unFIX model for 4 years now.* During this time several companies have implemented the Pipedrive framework. Kadri will present stories of ex-Pipedrivers who have taken their deep experience with dynamic structures to new teams. She will show examples of implementations and answer questions about reasons to implement …

Flow: the feeling of a mental state of complete immersion and complete absorption in an activity that proceeds as if by itself. That is exactly what many people in organizations would like to make possible. How can this be achieved? Kim will inspire us with real-world examples and will explain which questions need to be …

Scoro is a 165-employee SaaS company that changed to an unfix way of working about 1.5 years ago, inspired by the “Pipedrive Missions Framework,” “Dynamic Reteaming,” and “Team Topologies.” This session will show what those changes were about, the current way of working, the reasoning behind them, and the learnings and challenges we faced along …

Nowadays being fast is one of the most important goals of every company. Being fast at entering a new market, being fast at developing new features, being fast at innovating new products.Time To Market is the fuel for every company’s Build, Measure, Learn cycle. If you run through it faster you learn much more in …