 But every day you can do something different. It can be big, but mostly a Big change or do something very big That's difficult because then we see a mountain that high But if you do something small then we can handle that better and if you fail That day then always there is a brand new day to try it again Very positive message. Thank you for that Here is the clicker. Thank you. Welcome. Thank you. How has it been? since 2014 a lot has happened, I guess yes, it's an amazing journey, yeah, and I never would have imagined what kind of journey it was and Yes in the past five years I I Need to say that when I started this journey into an agile way of working. I really didn't know anything about agile and You also that you we should mention that you're also writing a book. Yes, I Left ING already this summer to start my own business Helping other companies in their journey to the agile way of working or to become more agile It's not only by changing structures, but there's a whole world behind it And I'm writing my book about the people journey into the transformation. I'm so curious. Yes Good luck now. Thank you. Yeah. Yeah, and thank you for having me here Yeah, we met four years ago. Yeah, and I learned a lot from you Thank you. It was then by then it was a short talk But along the way I learned more from you and last year I was here and it was very inspiring for me And I went to the deep dive session about business agility from Evan he was here last year and I'm very excited to be here and to share my story and Hopefully to inspire you and help in your journey. Great. We are eager to listen aren't we one more applause for Alice Thank you So what is the nicest thing about this song a brand new day because I have a lot of songs that I love but this song When I was younger and we went out on Friday and Saturday evening and this song they played this song then everyone jumped on the dance floor not one state besides and that's because it's a really inspiring song and It doesn't matter if I know you or I know you or I know you But if this if they play this song then we all dance together And that's a bit what you want in your organization, isn't it because we all have a talent It doesn't matter if you can dance, but you can do something else and we have gold in our organizations But how to kick that cage open? I'm a Lisa Hofmeister and I want to introduce myself by my purpose Gather a team set up the expedition still through the waves and explore beyond horizons It's not about discovering new landscapes, but it's about seeing things in a different way It's about teams and teamwork collaborating because I Don't believe we can do the things on our own in the future anymore we need each other and That's why I am here. I want to help you in your journey Not by changing all kinds of landscapes structures But seeing things in a different way and how can we make small steps and if we are a bit blocked By frameworks or if we are blocked by laws, what can we do? Within the framework, what can we change to make it a bit more better a bit more agility and Can do things together? It's also about sharing the story and that's why I'm here Why I think and that's also why you are here that the case for business agility is pretty clear this The time to volume decrease rapidly and If you look at this picture, then you see that it took the phone 75 years to reach 50 million people Can you imagine that and Along the way, we see that the time decreases rapidly 90 days One game was faster. Who was it? Do you think who we have a lot of it in here? Who knows? ah Mario eight days and Ten years ago now, I think 12 years ago. I got my first iPhone That's only 12 years ago. Can you imagine that that you can live without it? No, no, I can't but the thing is That we know better than the doctor What is happening inside our body because we search for it on the internet? So it becomes far more difficult for every organization to respond fast on the needs of our customers So we need to change and we need to try new things. We need to come up to speed how we call that and Can you imagine that maybe in a few years? We stay at home. We don't go to this conference, but we stay at home and there is a game We put on our VR or Maybe we can already become a hologram and we meet each other inside a game What does that mean for our society? What does that mean for our jobs? What does that mean for ourselves? Because we need to learn and to learn fast. We need to reskill and we read to upscale But where do we come from? We come from this this 100 years ago We worked in factories and it worked very well We split our tasks in small pieces and Everyone knew what he did. We didn't need to think Because the thinkers that were the managers and the managers Were there and we as employees are here This was inventive and you know it all I think and in most organizations it still still looks like this But we need to do something different and that cost you can imagine that cost time Because we did 100 years to work like I showed you before and yes, of course Along the way something changed, but not that much in most organizations and If you look to research from world economic forum, then within four years Look at this picture. We have 27 percent new new roles in the next years That doesn't mean that we can that we are able to do all these roles. So we need to learn We need to use all the intelligence in the organization, but how are we going to do that? Yesterday, it was very funny. I read an article. It was a research from Accenture And it says that a lot of people 60 percent of employees know of this They know that they need to change they know that a lot of new technology is coming in and they want to embrace it But another part of this research told that business leaders Do not spend more time or more budget on training training on skills So they are not on the same level business leaders and employees And if you work in an organization and you know that a lot of things are going to change then you need to do something You need to take a lead on this We all need to do that because we need all people in the organization. So what are most companies do nowadays? We are implementing new structures the architecture evolves Maybe you know this one. It's the so-called Spotify model I don't think Spotify agrees with me, but this is how it is mentioned. We work in squats We work in tribes. We work in chapters We also know the circles and Within the circles we have all kinds of different roles most of the organizations who work with circles have some functions, but they also work with roles and you can tell or decide in the team what kind of role you want to do and After a period you worked in this role you can give it back and you can change the role But together you need to do the work or this one the scrum of scrums the team of teams Or this one we introduce safe It doesn't look very easy. Isn't it? It looks very difficult for me to understand what that means and in the future We go there a networking organization. We are already told what hire is doing They work in small groups small entities and You really need to read what is written about it because it's very interesting and that's our future Is it? We don't know yet because it's a bit complex and it's unpredictable But in this structures there were people and People need to know what this means. What does it mean for you if you work in a kind of tribe structure on a squat structure Is it the same as you did before or do you need to do something different? We work in multidisciplinary teams What does that mean? What is someone of it doing? What is someone of marketing doing? What is someone of HR doing and how do we work together to achieve our results or our purpose? You need to explain that So what do you see when you see this picture? What do you say? Happiness. Yes. Some more. What do you see? Yeah, okay. Yeah, nice Freedom. Yes. Nice Water. Yes Something else Meals only. Oh, okay. Yeah, maybe I need to change that in the picture, but that was not the case. Yes, sorry. Yeah fun, yeah patterns Okay fun maybe energy Flow and That's what you want to see in an organization. Isn't it? We want to have fun and we want to have energy because it helps us in our way of working and in all those structures there were people and People need to know they don't go from A to B the way we want it No People go Forward they go backward they go up and they go down and they need help And why are they doing that? They are doing that because our brains work that way If we you can imagine that if you announce a big transformation in your organization and it impacts you personally in your job in your day-to-day life and you're here every time It depends. We're not sure We need to change. We need to work together in multidisciplinary teams What happens is our in our brains is what we call the systems, but what happens that is our most oldest brain working from the time that we were hunting and when there was a bear behind you Then people they fly or they freeze or they fight and that's normal So what we need to do together Is help people Show them What the next stages are and that you are not telling it? but that you want to involve Because people we always say people don't want to change, but that's not true. That's not the case people want to change But they won't don't want to be changed So transformation is a journey and it impacts our behaviors and our mindset And we need to do that together. It's not an event that you can do today. Well, we change Into a different structure structure Go ahead and success No We can implement it one day because we have to but then the change is starting and then the journey is going on and Yes, in the beginning we talked about transformation But what it exactly is the change is a never-ending and We want to achieve a kind of sustainable growth And we can only do that by doing the things together So how if we have that those stretches How are we starting? We build the house together Five years ago when I was asked in the transformation team I Already told in the beginning. I knew nothing about agile and most of our team didn't and Of course, I was very excited because I have a kind of change heart. I worked in the HR department back then and And I started to read a lot of books and we started to talk about agile and We visited some companies, but not a lot of companies were already working in this way of working and We announced a communication session. It was a big town hall first for the senior managers and then for the employees and Yes, there are a lot of questions from the people you can imagine that because it's quite a change and They also asked and I will never forget that one of the guys in The room they said if you want us to change into self-organizing teams You want to empower us And you want us to be end-to-end responsible Why is this communication so top-down? That was something to think about and we went back to our departments. I went back to the HR department and Communication went back to the communication department and The board went back to their room and we thought no, this is not the way We need to feel what it is to work in multidisciplinary teams We need to experiment ourselves and we need to do this totally different We need to involve the people and Build the house together. So we organized a team a transformation team With people from business with people from data analytics IT with people from communication with people from HR and with people from facilities and We started we started to work In a multidisciplinary team we started to work with scrum and that doesn't necessarily help everyone Because not everyone if you are in an operations department then scrum Mostly doesn't work. You need to do something else But we use this and we got an agile coach and he challenged us on everything and Then he came in and we thought oh my god there. He is again And we it was a lot of pressure Of course because we had just small time to develop new concepts But it was very good and I learned from from him that You need to have a look on a different way at the things you can do in your organization Do it small and Another thing is communicate different Because you can't put everything on the wall You can say okay. It's not I but it's me It's not about individuals, but it's about the team It's about helping each other to be successful It's about curiosity, but what does that really mean you can put it on the wall nice But that doesn't help you So you what you can do if you are in this kind of transformations You can organize sessions with people in your organization invite them and Help them and let them help you Because they know exactly what curiosity means for them But if I ask that to all of you I get from all of you a different answer So you can imagine that if you work in a team And you need to collaborate. What does that really mean? So discuss this in your team Discuss what it means for you discuss what hierarchy is or what it isn't and Discuss in your team and make agreements on that Because if you and what you also see in these organizations We not only work multidisciplinary But we also work cross-border So in the future you work more and more with people from abroad and They have a totally different view than you have I Have my Dutch view I have that from my culture For my education from my parents how I grow up From school From the organizations where I work but for example people who live in Turkey or Spain or in China or in Moscow or wherever They have a different view and To understand what helps them in The team and how to collaborate together you need to discuss these kind of topics For example, I was in In a country in the south of Europe we discussed about hierarchy and I know that from the stripes on the shoulder That's a bit my view about hierarchy, but it's my individual view. I Have the stripes so I can say you need to do that But in that country one of the one of my colleagues she said In our country, it's based on respect We have that not only in our organization, but also in our culture Because people have the expertise and they are older and that's how we view hierarchy It's more about respect having respect for each other And that's a different view and you need to know that and discuss that. It's very interesting to hear and Only that way you can help each other inspire and work through purposes You already heard my purpose and I'm very happy that I have my purpose and Why because my purpose is something that is for me That's who I am There's a whole story behind it. I didn't tell you But that's too long. That's there's a whole story. It tells what my talents are where I stand for Then I am getting more happy What I like to do and what I don't like to do it's not alone not only about the working life But it's also about just my life my family my friends my children my husband me who I am It's totally different than having a function profile Then I can say okay. I'm a people in change lead, but what does that say? But does that mean nothing nothing about me, but that's the box where we are in in our organizations We have function profiles and if an organization is Able to change that To work from their purpose the higher meaning What are we stand? What do we stand for our organization? And if you are able in your organization To have for every department and every team a purpose then we work on the same things Then it's not only the HR department. It's not only the IT or the marketing. No Our multidisciplinary team has a purpose that is aligned with the higher purpose of the organization and Everything we do is challenged by the purpose so we can prioritize and If we do something in our team that is not aligned to that purpose, is it urgent do we need to do that? No, so then skip it Because if everything is urgent nothing is urgent and it doesn't help your organization, but it certainly doesn't help your customers and That's where we work for isn't it we want to stay relevant and we want to At value to our customers together within the whole organization So if you are able to create a purpose Through your organization create the purpose for the people or your people create let them create their own purpose And you can align them together Then people are working on the things where they are good at and what they like Where they get energy from And where they have fun because fun is very important for our brains Together we identify constraints because it is not that way that if we change our Structures if we change our way of working that we don't have constraints anymore. We have a lot and we get new ones But you can identify them together. I Don't know if you heard about the elephant roads Who knows what an elephant road is? If you see elephants, they walk behind each other the big elephant in front the small elephants afterwards and They walk their own road. So if there are fences on the road and They cannot move them away. They go around it. And that's also what people do So if you change the structures and your way of working you need to change your way of thinking your way of communicating and then all of a sudden Only if there is just one team working in the multidisciplinary way or self-organizing and the rest of the organization isn't they feel That they get blocked by the processes in the organization The finance process like Bearta already told they are mostly yearly But how are DHR processes in your organization? Also yearly Are they done by the teams by the people in the organization or are they done by the management the leaders? And how can you change that for example a hiring process in In a new organization. Are we still doing that only by the leaders? Are they only responsible for hiring? No, they are not and the people in the teams They like to hire the new people for their team for their department for their organization So why shouldn't we experiment with that? And I know from experience that people are very capable to do that and They like it and they also like to do self-selection in the beginning of our transformation We did the selection on behavior Not on skills because we knew a lot of people had the skills But on behavior and along the way when people started to work in the new organization They said hmm. This is not really my function or my role. I want to do something different and Then they started to do their own hiring process. They did a self-selection and They did it not once, but they did it twice and they did that by their own and They are very capable everyone is capable everyone who is sitting here can do that, isn't it? But we are not used to do that Because we worked only in our team on our function in our department and Now that is changing and so it's also for the performance It's not a performance cycle or the yearly performance cycle, but help the teams to enable performance So if you need coaching or if you need feedback and I rather Like to talk about feet forward not feedback because then we only look back But we need help about the things we did not achieve yet So I want to talk about feet forward better What can help you what can help you but help other teams to move on and that's something if You work within HR and you lead this transformation if you want to do things different experiment that with one team and If it works, then go to other teams and Let them Inspire each other and help them because people will always find their way And if there is a fence we go over it whether you like it or not we do it and That's also in your organization Maybe you have an example. Maybe not. Maybe you have something in your head. I see you smiling So people always find their way another thing is we talk a lot about leadership and Yes, of course a lot of things are changing for managers and leaders And what kind of leader or what kind of role model do you want to be? Do you have that clear in your mind? If you look at this picture, then you see a swarm of starlings and I like the metaphor of starlings because if you look at it in real life Then not once one starling falls down They start to fly and they fly and it's a movement It's a flow It gives you also energy. It gives me energy if I look at it But how are they doing that? I don't know One starling is looking at the other and they follow But they only follow the starlings around them But this starling which is followed by him He follows another one and so it's going on and going on until the end and this is I think also What you need to do in an organization you need to view your organization as a whole So when are you a role model? When are you a leader? Are you a leader because you have a lot of followers? Or are you a leader because you follow? Because you follow the people in your organization and you enable them to do their work You help them to get rid of the impediments You don't need to be a manager or a leader in function name But also in the team you can be a leader. You can be a role model for others And if you think hey Now we have find something that really works well What do you do with it? Do you share it with other teams? Do you set up a kind of meeting or? Like here a conference, but maybe that's too big in your organization and share the ideas Make the shift from control to trust Do we view our employees as an X or as an I? I don't think there are X people. We have a view of X people, but I don't think there are X people We only have processes that make them behave like X people and let's try to change that Because people are inspired by purpose. They want to do meaningful work They want to contribute not only to the organization, but they want to contribute to society. It becomes more and more important So what can we do in our organization? to change that and To get all the talents in the organization involved and not only the talents of the talent pool of The talents of the nine grids The talent of the trainees No, if you know what purpose are for people then you also know what their talents are and that's far more than only those small pools Because everyone is part of the system Not only the multidisciplinary teams But also the HR people team and maybe in the future if we work only in multidisciplinary teams Then we talk about the HR expertise and Not about departments because an employee journey of an employee experience A people experience is made by the people in the organization Not by HR alone the agile coaches they are part leads sales We heard more about it this afternoon Finance the board procurement consultants if you work with external consultants invite them in your team Don't work separately invite them Because only then you are aligned and you know what is happening in the organization And I know sometimes you need to hire people from abroad from extern And that's fine Because they can help you but they also need to train you and Because otherwise they go back and you don't know what to do next Communication very important stakeholders part of it Support every support function everyone is part of the system So involve them in your team and If they are not going to work in a multidisciplinary self-organizing team that doesn't matter But they need to know what you need They need to know how it works They need to know That's a yearly budgeting or a yearly performance cycle Don't help enabling the performance They don't have to work that way But they need to be able to help the teams and to change the processes so you can do it in a different way That helps you faster Create the right environment probe sense and respond We are not able to analyze everything so we need to try every day a brand-new day to try something different Experiment see how it works if it doesn't work. Why doesn't it work and improve? Build communities and co-create together If you work always with the same team and you are sitting in a room you have a meeting every week Then the ideas get stuck We have echo chambers Because everything we mentioned is already mentioned before so I think two or three years ago I started to go to Roundtable sessions and I discussed with people from totally different companies What the problems were and we are not used to do that because it's a bit scary and Maybe the first time I went to that kind of round table. I thought Okay, but if I have a kind of idea, what is he going to do with it in that company? But I can tell you you cannot copy paste Because what works in one team doesn't work necessarily in another team and What works in one company doesn't necessarily work in another company? Because we have different products. We have different customers. We have different people in our organization and We do things differently our sizes are different if you copy paste a structure from a small company To a company, which is big Do you think it works the same way? I don't think so Because you and then you have to adapt it and embrace it in your own organization tweak it change it learn from it and improve Co-create together and if you go back tomorrow of afterwards to your organization Then share all the information you got today in your organization Share it with your colleagues Don't keep it for yourself, but share it help each other and make it better Experiment and learn Every day again Agility is a mindset and It's a mindset. I thought When I heard that the first time I thought what is that really a mindset and I listened to Carol Dweck. I don't know if you know her Carol Dweck she Teaches especially to children schools and she talks about the fixed mindset and the growth mindset And it's not the case that you have a fixed mindset or you have a growth mindset. No We all have both And if things become difficult Then mostly we go back to our fixed mindset and we go back to the things we always did before and I remember every time because I have the same if it's a bit difficult and scary then I think oh my god What am I going to do and then I think of Pippi Langström? I think you know her and She always said I've never done it so I think I can do And if I feel or if I do not achieve right away the thing I want to achieve Then I try the next day again And that's what a growth mindset is So you have got in your organization. You have talents everywhere Take the lead Involve all people work from purpose identify the constraints Experiment learn improve build communities and be the role model. Thank you