 Thank you and welcome to this session. You know one of my friends who is also an agile coach, actually joked with me when he looked at the agenda. He said, good luck, Evelyn. You will be competing with Mary for participants. And he said, one of his experiences was that he was in a five-track conference and he had only three participants. So then he said, he said a very thorough discussion with the three participants. He also liked it very much. So before I came, I was psychologically ready to have around three to five. So I'm so happy to see all of you are here. So a big thank you. And today I'll be presenting Building the Agile Mindset where to start. And I think that I should start the presentation with a self-introduction first, things I am not that far known from, compared with Mary or Linda. So I'll start with a self-introduction. And my name is Evelyn Tien and I am an Agile Head Coach from Ericsson in the Northeast Asia. And I started my Agile journey in 2007 where I worked as a Squam Master and later I started working as Product Owner. And in 2009, I started working as a full-time Agile Coach. And with that being said, I coach individuals from developer, Squam Master, Product Owner, and Managers, and I coach teams, whether they are development teams using Squam, Kanban, or leadership team. And I coached organizations through Agile Transformation. And then I am also one of the key founding member of Ericsson Internal Agile Coaching Network. And we have a group of very passionate Agile Coaches and who want to be together to help each other to grow and to help organizations to advance with Agile Transformation. And on top of that, started from last year within Ericsson R&D Northeast Asia, we wanted to advance Agile Transformation to the next step. And we want to have more synergy, we want to have more active sharing and learning. So last year we established an Agile Coaching Team at Ericsson R&D Northeast Asia. So I have been leading and coaching the Agile Team with about 18 Agile Coaches who work on different products and who work in different locations within Northeast Asia. And from professional experience-wise, and this year is 2013, so I have been working exactly for 20 years with most time on telecom and within Ericsson. And I have experience from product management system, software development, integration and verification and all the way to customer support. And from product perspective, for those who might be working on telecom, I work on core products, redo products and also multimedia products. So if I use a very trendy word, I could say in a way I'm cross-functional in the telecom field. So in addition to that, I'm certified from practitioner. I, myself, I don't like to go for a certification and the thing is that I want to present to different sites. Even within Ericsson, sometimes people ask before I start my presentation, what certification do you have? So one of my friend and I, we joked, we said, let's try to pass the test for certified from practitioner. Let's see. So I did. And I'm not a certified scrum trainer. However, I do design and deliver training sessions within Ericsson, Anglin, Agile, scrum and Kanban. And also designed Agile leadership training curriculum. And the more than hundreds of managers within Ericsson took my Agile leadership curriculum and the feedback has been very positive. And because I have very strong interests in Agile leadership, I'm also a licensed trainer for Eugen Appalo's Management 3.0. So some of you might have read his book, Management 3.0. And I am very passionate in helping individual teams and organizations and I draw a lot of satisfaction when I see them improve. And that was actually one of the main reasons that I decided to switch from technical path to Agile coaching back in 2009. And to make a bigger difference, I also tried to advance myself by acquiring additional coaching skills. So I'm a certified master coach who specialized in behavior-based coaching. And on the personal side, I'm a Chinese Canadian I was born in China and then studied and worked in Canada. I just moved to work in China about three and a half years ago. So when we're looking at the agenda, I wasn't sure whether it should be a Canadian flag or a Chinese flag that's on the agenda. But that's me. So that's so much about me. And today I would like to share with you my experience as an Agile coach and also one of the tools that we developed within Ericsson by a few Agile coaches like me to help individual teams and organizations to continuously improve. And first, before I start, I will do a quick introduction to the product that this is the first product that I worked as an Agile coach for back in 2009. And I would like to speak about the scale of the change that we're looking at. And certainly, you know, I work in Ericsson. So it's a telecom product. And we had at that time over 2,000 employees. And to make things more complicated, of course, you know, multinational company like Ericsson, not everybody is on the same site. So people are located across seven different countries. And then in terms of lines of code, and we're looking at 40 million lines of code. So that's how big our product is. And in terms of either you speak about components or blocks, we have 1,735 blocks slash components. And then in terms of that, okay. So do you have enough picture of me now? Okay, so let's carry on. So in terms of product documents, we have 15,000 and more product documents for the product. And on top of everything else, it's a very process oriented way of working we have been looking at. And as you know, not because I work in Ericsson and Ericsson is indeed a very good company. So with that being said, we have very good people retention. So we have seven different cultures to work with. And we have people who have been working with very in a way rigid process in a way for the longest time. So it wasn't the easiest journey as you could feel. And along the journey is, you know, the moment we got started and the more we are into the journey, the more we started realizing we're looking at pretty much changes in everything. So it's not only about the developers. You know, everybody needs to get into teams whether you run Scrum teams or Kanban teams. Developer need to go into teams. It's a lot more than that. So when we started the journey and we realized that, you know, we're looking at changes in everything. We're looking at changes such as, you know, how projects are run. We're looking at organizational changes. We're looking at also a different shift of competence needs. And we're looking at much lighter weight processes. And we're looking at a lot of new tools. And on top of that, we're looking at new style of leadership. The traditional command and control type of leadership will not work that we know for sure. So we know that these have to change. And then we're looking at a culture change. And, you know, a lot of things about culture. So I know also, as I mentioned, we already started with the seven different culture from seven different countries, right? And then, you know, the governance model, right? Even, you know, physical working environment had to change also. So it's like a big puzzle and we had to work together to put all the pieces together. So we realized the moment we got into the journey, although we did enough in no way preparation, and we know the change was bigger than we thought. So I will be sharing my experience as an agile coach and one of the tools we have been using. And the purpose of sharing is to convey some messages on top of the fact that, you know, we have these two potentially could borrow the idea and the concept and also some of the key messages that I would like to convey to you. And the first one is that we should focus on thoughts, on feelings and values to achieve greater results. You know, telling people what to do may not be the best thing. It's particularly with agile transformation. I have heard either internally within Ericsson and also outside Ericsson, there were companies who kind of have to restart their effort with agile transformation or reintroduction of Scrum, right? And the second message I want to say is that well, not to tell people what to do, and we also want to be clear and provide some proper guidance. Because we know that, you know, once people have started getting interested within an agile transformation, they're motivated, they're passionate, and we want them to avoid going into frustration mode, right? So we want to give some proper guidance. And then we want to have continuous reflection and continuous improvement, which is really the key to success. And then, of course, start being agile today if you have been actually focusing only on method and practices. And today is probably a good day for you to start thinking about being agile. So start being agile today. So, you know, a couple years ago, one of our top managers, you know, we had an office in Sweden. So one of the top management managers asked me, you know, every day I have this trouble. That he moved to a new organization that has over 10,000 people, and when he arrived in his new position, then he asked his leadership team, and are you guys agile? Then he got this uniformed and consistent answer from everybody on his leadership team. Yes, everybody is agile, right? And then we see that very often. You know, as an agile coach, and I travel from different sites, you know, from different organizations to another, and when we ask people how agile are you, you know, the answer is always very, very consistent. Everybody is agile. At least they think they are. And however, then the question we could ask ourselves is that, does it mean that you have your daily meetings standing up? Then you have a meeting named retrospective. Does that mean that you are agile already? You know, does it mean that as a manager, if you see everybody reporting to you or working in teams, is that just a sign that everybody is already agile, you could take a break? You know, and one of the boss that I have back in Sweden, then he asked me, I give you an action that I would like you to help one of my organization to improve on their agile coaching. And then I gladly took that action. I started first to contact with the, you know, the organization. And then through a video conference session, they told me, Evelyn, we don't really know what you're talking about. If you want to come here, we welcome you. However, we're done with agile. We were done some 12, 18 months ago. We have everybody working in teams now. So that is, it's a sign also that people's understanding, you know, of agile is rather different. And we really need to focus more on really exactly what agile is. And so question here, does agile really have a clear start and clear finish? So if you look at the map, of course, it starts from Sweden, right? That's where our head office is. And does it mean they start from Sweden and somehow it just ends in China or somewhere else? Right? Does agile have a clear start and finish? And the thing is that it does not. However, experience told me that a lot of things, a lot of people think it does. If I give you an example, back in 2009, when I started working on the product that showed you with over 2,000 employees, we started some pallet teams. So I was coaching three pallet teams. So after three sprints, we have this big workshop together with all three teams together just to have some reflections to see how we are doing in general as a team, you know, as for the purpose of palleting, right? So normally in China, and if you have not attended any of the Chinese workshop, and normally a session as such starts with some soft drinks and potato chips. So after about 10 minutes, you know, people were eating and chatting, and there was a guy who got selected in a way as a spoke person. And then he said, you know, Evelyn, we all like you, you are a very nice person, very helpful, and we would like to help you. So I said, sure, you know, how would you guys like to help me? Then he said that we're wondering whether you have an Excel file that contains a list of things that you would like us to accomplish, that we will check it off, we'll do it for you. You know, that's where the mindset people have when we got started. You know, they really think that, you know, there is a list of actions that they need to finish to complete, and then we're done with the agile journey. So this was the mindset when I got started with the organization back in 2009, and some other agile coaches in Europe also experienced more or less met the different but similar situations. So with that being said, you know, we wanted to do something about it. We wanted to help people to really realize what is agile really all about. So this explains part of the reason that, you know, why we started working on the tool that I'm going to introduce. And before I start the second part of why, I would like to ask for some interaction from you, and I will be showing a picture, and I would like you to tell me and the rest of the audience, the moment you see the picture and tell us exactly what you see. You know, the moment you see it, what's your immediate reflection? So are you guys ready? Okay, great, so let's go. So what do you guys see? You sense it? Okay, anything else? Sky, okay. Okay, bear shape, right? Yeah. Anything else? Somebody? You know, actually you're not the only one. A couple of years ago, I was presenting this in Finland with Eriksson, and somebody at the moment I asked the very same question. The guy said, over time. And then people looked back at him and probably thinking, you know, are you nuts? And then he started explaining because he saw immediately in his brain, he saw high-rise building, then he thought about radio base station. And then he reflected on the time that he spent working on the RBS project, and he spent a lot of work over time. Okay, so that's why at the moment he saw the picture, he thought about overtime. So interesting, isn't it? So the very same picture that we have very different reflections, right? We see very different things. So our brain is really, you know, a very interesting, a wonderful machine. So our brain is actually a connection machine and based on some discoveries from scientists. So with that being said, so every thought, every skill, every attribute that we have is a complex map of collections between different piece of information that's stored in different part of our brain and which affects the way we see things and which also affects the way that we understand the reality around us. So every time we see something new, our brain will create a map of collections. And with that connection, we will have all the information stored in different parts of our brain. And then so we have know something about our brain, our brain functions. We have to say thank you to Dave Rock and he and his neuroscientist discovered quite a lot of stuff about how our brain functions. And let's take a look at some other facts about our brain. So every time we see a new idea, the first reaction of our brain is to create a complex map of connections with bits of information here and there. And then subconsciously, our brain will be doing comparison. Ways are existing maps that's already in our mind with existing mental map to see whether there's any similarity. So in a way we could say that our brain hardwires in our hardwares are connections. So it hardwares everything it can. And through hardwiring, what it actually does is that it roughly compares a fraction of seconds with what we have in our brain and it literally tries to fit all the connections, the new connections with existing ones that we have already in our brain. So with that being said, our hardwiring drives in a way automatic perception because it does a lot of approximating. So by doing that, it draws automatic perception. So that also explains why if I speak out one sentence, again people will have different perception based on their past experience. So that's all good about how our brain works. You know, good to know. But here's one piece of bad news. So what is the bad news? It is almost practically impossible to deconstruct our wearing. So, you know, it's very difficult to deconstruct the circuits that we have created. And instead, you know what happens? We actually end up deepening the very same circuits. So now you'll probably, you know, get confused. Okay, so if that the case, if I see somebody, for instance, we have a discussion, somebody gets really mad and left, slam the door. Does that mean every time I think about that person, I always think about, you know, he has very bad temper, very unprofessional and so on because it's impossible in a way to deconstruct the wearing. I will draw that automatic perception. That will be horrible, right? Particularly if you were the guy who slammed the door and you said, oh my God, with all these people sitting here, everybody will have the perception for the rest of their lives forever and ever. That's just horrible, isn't it? And however, there is one piece of good news. It is easy to create new wearing. So every second, our brain will be creating, you know, millions of new maps and connections. So if we travel to a new city or if we travel to a new part of the city, automatically we'll be creating new maps and of that part of the city or that part of the country. So creating new maps is a lot easier. So that's some of the background information I would like to give you about how our brain works. So with this being said, we know that to change is difficult. However, to create new ones is a lot easier. We have probably all seen this, right? That's the iceberg model, right? And we know from the iceberg model and the performance that we have at everything is really driven by our behaviors, right? By a set of our habits, right? And then the behavior and a set of habits that we have is driven by our feelings and our emotions. And then that's driven by our thoughts and our value. And we can also see from the iceberg model that only parts the results and some of our behaviors could be seen. And some of the behavior and our emotions, right? And also our thoughts. They are really hidden in the water. And as you can see from the model that there is a lot more driving the way that we perform and that's really the foundation of everything which is the way that we think. So if we want to change, we want to have different results and we need to see a change in behavior, right? However, from the previous slides I just spoke about it's practically impossible to change behavior. However, it's easier and a lot easier to create new behaviors, right? So we want to create new behaviors so that we could see new results and new performance. So with that being said, as agile coaches, during agile transformation we wanted to focus on new, encouraged behaviors to help individuals, teams and organization through agile transformation journey. And I have a question for you now. Here's the interactive session. And this is Albert Einstein, exactly. And he has a very famous quote about the definition of insanity. I think I heard something coming right, okay? So doing the same things over and over but expecting different results, right? And it's pretty much self-explanatory and the thing we all know also nothing will change if nothing changes, right? So something has to change. And with that being said that during agile transformation we're looking at a lot of changes. We want to see new performance. We want to have new behaviors and we really need to make an effort at that. You know, it's not just about putting people working in teams. It's not about, you know, having everybody running for daily stand-up meetings or retrospective sessions, you know, particularly in China, just have soft drinks and potato chips then we're done because we already had a meeting named retrospective. It is a lot more than that, right? And here is a nice metaphor that I really like and as you can see from the reference it's called High Performing Tree and by Lisa Edkin and who wrote the book on coaching agile teams. I really like the tree so I borrowed it and this is the High Performing Tree as you can see that the root is really the value that we should focus on and then we have the leaves which are high performance which are, you know, different practices and with that being said we want to focus on the root. The stronger the roots are and we know the bigger the tree is and if we give them enough sun and water, right, and then we will have fruit and the fruit will be high performing team high performing behaviors. So with that being said that, you know, we want our teams and individuals to have high performing you know, go into that state and from what we have explained for the past slides and we really want them to have new behaviors to understand what is the new behavior and at the same time also focusing on the value. You know, what is the value what is the principle that we should be focusing on? So that's the thought we have you know, as agile coaches we started designing our tool and in a way we want to have a tool you know, and we don't have a tool as, you know, a road description document that a lot of people when they started the agile transformation journey they will ask Evelyn do you have a road description and what are the list of expectations do you have on us, right? And we don't want to do that and instead we want to have active learning from individual level to team level and to organization and then we want to continuously learn from our successes and also from our failures, right? So then you probably say you know, that's easy, right? We have agile manifesto we have agile principles the last agile principle says that we need to do retrospective and we know that it's always easier to say and it may not be that easy to do, right? And how effective is your retrospective session and how much learning do you have from each retrospective session do you really have a continuous improving trend that's already in your team or in your organization? These are some of the questions you could ask yourself and so we want to have a tool that would help our individual and organization to continuously improve and where they could honestly assess themselves to see what are the areas they're doing well and what are the gaps they identified so that they could work on their short-term goal and so that they could go into a state where they have continuous improved mechanisms implemented So we not only do that only once and once for all we want to start from individual level then go into team level then also at organization level and then we also want to do that periodically so that we really have this trend going so that as an organization that we continuously improve and with agile transformation and no matter whether you're working in a small company or a big company and it's a lot of investment from energy perspective or even dollar amount investment it's a huge investment and we want to achieve the max value out of it and we don't want to hear stories where companies or organizations have to get restarted with agile transformation or because we didn't do it right the first time you probably have all seen the Shuhari level and it has been talked about very often since we started hearing agile and agile transformation that we know the Shuhari level and is when the master will explain to you when you start learning martial arts the master will come to you okay Evelyn you will follow me and do some moves so I will just follow precisely what the master teaches me right and then normally at this stage that I don't really know why I need to do the move master told me right and then the high level is where that I practice and practice and I become so good with all the moves the master told me about and then I will start maybe changing some sequence right and I start maybe inventing a couple of moves of my own and then eventually I will be reaching the re level which is the master level and where I will be inventing my own moves I will be learning from my past experience with different moves and I will be in this continuous learning mode so you have probably seen a lot of reference to this and I like it almost all the part of it except one slight note I would like to give is that in shu level in martial arts normally you do not need to know why you are doing a move as such however as an agile coach from my experience I feel that it is important to do the move for instance doing retrospective right and doing practicing TDD and at the same time also understand why you want to do it and what value potentially you can achieve so that is the slight difference that I see as an agile coach the shu hari level and we want to have a tool to help individuals and teams and organizations no matter they are in shu level or not that is when they are really getting started with agile transformation they are probably new with extreme programming they are new to many different things and we want to have a tool that is helpful if they are in shu level so that they could understand the high level expectation and I also want to have a tool to help people who are in ha level and to help them to shape their way to reach the re level, the master level and also we want to also help teams and individuals who are in re level so that they can continuously improve so again we don't want to have a tool just doing assessment we want to have a tool that looks for continuous improvement that speaks about encouraged behavior so I have been paving my road so much to the tool from neuroscience background and two iceberg models two high performance traits and so exactly what exactly it is and the tool I'm going to introduce is called agile amplifier and the first time I presented I called it agile assessment then I have this feedback door outside the conference room then there was one feedback with a very unhappy face and the note words that I really like the content I hear the word I see the word assessment it made my head spin I like to receive feedback so I can continuously improve it bothers me a bit at night I kept thinking the next morning I woke up and I saw this in the hotel you have the mirror I look into it and say amplifier would be a good name so since then it has been named called agile amplifier and normally it is short form to AA so agile amplifier and it's a tool that agile coaches like me a few of us created and has been widely used within Ericsson and it's used in of course North East Asia that's where I'm agile head coach for and it's also used in North America it's used in Europe from say Spain Croatia and Germany Greece and Italy Finland and of course Sweden so it's used by different organization across the world within Ericsson and so far the feedback has been very positive and so the next part I will start talking about how exactly that we use it within Ericsson so we borrowed the concept from planning poker cards so we called this AA poker cards so agile amplifier poker cards and so we only have the value of 0, 1, 2, 3, and 4 and so normally how we use it in a way similar to how teams are using planning poker and the whole purpose is to trigger discussion so if a few of us working on one team and we're doing our agile amplifier session we would use it very similar as if we're using planning poker cards we will take a look at the content of the agile amplifier and then we'll start giving a score and then we have them all face down and then everybody is ready we flip the card the value, the numeric value we're looking at is not important what is important is that through this little exercise of playing poker cards we want to trigger discussion so it doesn't matter I'm giving a 4 and you're giving a 1 and the key here is that we trigger that discussion to see how come we think differently and what area we need to discuss so we trigger that discussion and then we use that for individual performance review I don't know whether there are so many discussions for individual performance review in agile and in Ericsson we are still doing individual performance review although we have been looking into whether there are different alternatives or not but as of today we're still doing it so managers a lot of managers are using it as a tool for individual performance review so what we do is that individual developer will look at the agile amplifier content for them and they take a look and they start assessing themselves and identify the area they think that they need to improve and they will come to the individual performance review session with their manager and they will sit down together they will compare notes and they will in the end agree on the area for improvement and also they will discuss it in details as to activities, what actions they are looking at and then that will then be documented as part of their part of the employees go in their IPM review and so far the feedback on this is very good because if the developer is a very junior developer and doing such a session help him understand all the high level expectation on them if the developer, you know the individual is a very senior resource and they will understand more the expectation on them because then they look into the value, look in the roots a lot more than junior developers and then they started taking the lead and started making a lot of influence in the organization so that's one way we use it for individual performance review and then we also use it for individual coaching plan for managers so managers are doing that with their manager, you know first line manager is doing that with second line manager and then also second line will go to their boss also to do their session so they understand what is their area for improvement with our today's way of working and then we use that for the teams we use this agile amplifier as a tool they look at the agile amplifier content for teams and they will reflect together as a team and the most important part for this is that you know we need to have a good scrum master and agile coach there because I have been sitting in too many sessions and you know this session are so interesting that I could stay here for another two hours talking about it and there were sessions when teams every member look at the content they believe everybody believe they are already at 3 or 4 remember I said it's not important the numeric value is what's important is really the content what area of improvement they identified and there were sessions where I sat in and teams believed they were just doing great and this really clearly you know happens when the team just get started and they take a look at it without really understanding the value that much they believe oh it's like yes and no they believe they are doing everything and this is the time that scrum masters or agile coach need to help them to understand and identify the area for improvement for them to realize the area they could potentially you know improve so we normally do this every quarterly you know every quarter we would do such a session for our teams and remember I told you the numeric number the value is not important however we do keep track of the number and that number I only I have it I have it I see all the teams for instance in Shanghai I have 57 teams in Beijing I have even more I had I see the trend I look at the trend to see whether our teams are continuously improving or not in general you know I'm not tracking one particular team I'm tracking at organizational level to see whether there is any organizational impediment or not and that's the if there is you know there were one occasion if for Q1 it was on improving trend and Q2 it went down sharply now I looked into it and to see what could potential be the problem then I take it with the leadership team to see from organizational perspective what are the things that we could do to improve to help our teams so that's another way to use it and you know these are some ways we use it and here's one more for workshop you know when we first get started with agile transformation journey we have all the new roles we have scrum masters, product owners and managers not knowing exactly where to be managers not knowing should they get close to the team we normally hear the term management by walking around or gamba the Japanese word really need to go there and see and some managers really felt hesitant whether they should get closer or going further because you also want team to feel empowered and so with that being said we have all these new things to look at so we call for workshops where we have all different roles sitting together and we could run it in two ways one way is that if you are working as scrum master you will look at the content for scrum master and then you trigger discussion with product owner and manager and team or it also facilitated session where we would have managers taking a different role for instance manager would taking the role of scrum master so that you put yourself in other people's shoes you see things from a different perspective so that the whole purpose of the workshop is to make sure that we have better collaboration we understand more we have better collaboration and in the beginning of the self-introduction part I spoke about the agile leadership training curriculum that is designed in Ericsson and I also use this as part of my training package and this is the part that with managers and leaders we sit down together we look at the new behavior we should be looking for and to develop we look at that together and so out of the session and the manager feel a lot more comfortable after the session because they feel they have proper guidance many times people think agile transformation is very difficult for developers it's difficult for scrum masters and for product owners and keep in mind also it's not easy for managers also it's a big change for them as well so we want to help them so that they don't feel frustrated so that's another way of using it so I just shared with you a few ways using agile amplifier within Ericsson and as you know this is a session that requires in you know your collaboration also so next step we'll do a little practice and then what we will do is that I have four chairs here and some of you are sitting here already which is fine and we will have the role we need four volunteers and one volunteer will be a scrum master and one volunteer will be product owner and one volunteer will be acting for the team and one will be acting as a manager so I need a few volunteers if you guys decide to stay as a volunteer that's perfectly fine would you like to do that so who would you like to be scrum master perfect product owner okay perfect product owner okay so okay do we have somebody else who want to be the manager or the team either way okay perfect and we have another one so who would you like to be we have to so you are the your manager your team member so manager so I have a scrum master product owner team member and the manager manager and team member sorry sorry my fault so what I will be doing is that I will be showing some of the agile amplifier content and assume this is a workshop normally we would have more people in the workshop and now that you are by your own you are on yourself and why show the content you need to think if I were a scrum master I am really a scrum master and is this an agile amplifier content for me or it should be for the team or it should be for the manager and then you guys will have some discussion and then you will reach agreement hopefully and then we will see what that result is okay so you are ready are we ready we are going to start okay perfect so let's do that you are the product owner yes so the first one knows the working with value stream map for the product that we are working with product owner and the manager okay and any other thoughts no the value stream map of the product they are working on right and normally we have this for the part of manager that it is more important for managers to know first because as of today not everybody knows the value stream map right so it is important our managers start knowing them first so that they can coach the rest of the organization so this one is for manager okay let's take a look at the next one coach product owner for him her to improve in his her role he wanted to closely collaborate with the team exactly this one is the easier one right but still there are surprises you know there were people you know before we have our internal agile education program in r&d north east asia and there were people ones for external training and then somehow depends which session you know you take and from which supplier and they came back we will have this session I need to coach product owner I was a lot more senior than me how could I coach him you know yeah so if there is a problem after you do need to coach product owner okay to start first because today as of today the situation is that a lot of managers have very narrow narrow view on the product so they should be the first one to know value stream map of the product and then the team product owner as ground master everybody in the organization should uplift themselves to know the bigger picture it's just that you know given the current environment the product managers need to start first yes definitely definitely yeah product owner definitely also everybody is important for everybody given the current situation it's probably a little bit more for managers that they can coach the rest of the organization and the next one help the team to see their conflicts and to choose what to do about them ground master okay easy one next one understand the technical debt of their product and also technical debt is decreasing team member exactly so that's team member let's do one more before we move on actively seek information and analyze how the product feature minimum marketable feature I take user story provide value to the customer everybody okay are you guys in agreement product owner and what about the rest of the audience do you guys agree they said product owner team okay he's normally you know in Chinese we have been saying we said two heads are better than one now we have I don't know I can't come but so I think the audience made a better choice it should be the team because we know the product owner will elicit requirements right with stakeholders always customer and then it's important also team started looking at the value chain I started asking you know what is the business value of what we are working on with the you know about the backlog content and so on so that's some of the example of the agile amplifier and due to time constraints that will not continue with our little workshop and so let's take a look at the key messages that I want to bring and so the key messages as I started with at the beginning of the session so really focus on thoughts value and feelings to achieve great results you know just don't just do it without knowing why you're doing it and then be clear and provide proper guidance you definitely don't want to have people feeling frustrated you make sure people are having fun you know one of the agile coach I met from one of the conference and he said he used the bar to measure whether things are running right or not the first question he has is are you guys having fun if you guys are not then there is probably something wrong with it so with that being said that you know be clear and give proper guidance so that people don't feel frustrated and then the key to success is really continuous reflecting and continuously improving right and then start being agile today which is very important also and then I summarize with a probably a Chinese proverb and I'm not so sure people told me the Chinese one so I put the Chinese and I put the question mark but what's important is the content right it's not the certification of the content the best time to plant a tree is 20 years ago the second best time is today and today is a good day to start so that pretty much concludes my session and I can be contacted at my email address and I also have some of my business card on my table on the table over here and if you have any questions and you know anyone to start any discussion feel free to write me an email and you know it's important that we have active learning and sharing within the company and also externally outside the community or for the company so I hope you enjoyed this session and good luck with agile transformation and have fun thank you