 My name is Marina Alex. I came from Moscow, from Russia, but I was born in the Soviet Union. Is it okay? Could you help us? Oh my God! Oh no, no! I think you should help us with the microphone. Yep. Fine? Are you sure? Let's ask about that our customers. Okay. Would you like to continue like that? No. We take always feedback from our customers, right? They don't know how to help us, sorry. Maybe we should... I will try to continue and we will adapt, right? Maybe should I stay here somewhere? Maybe it will be better. What do you think? No, it's better, right? Okay. And I was born in the Soviet Union. Who knows this country? Yep. And every Friday we watched Indian movies. It was very popular. And it was, you know, it was so surprised that people always smiling, always dancing. And it's like Ziti and Gitta. And they always were with beautiful color clothes. And I couldn't even imagine that one day I will come to India and I will even share my experience. And I'm very happy today. My story about saving life with agile. I am agile expert in sales, but one day I will, you know, every five minutes, every two minutes I will take feedback from noise, okay? Because for me it's very important that it is comfortable for you here and interesting, okay? And one day the business owner of one big medical group, about 40 clinics inside, invite me as agile coach to help them with agile transformation. And it was dentistics clinics. And I told him, no, because I don't know about medicine anything. And from childhood I was afraid of dentists. But he told me, Marina, are you agile sales expert? And I told him, yes. And he asked me, we need your help because our sales targets, it's like 40% in our clinics. And we need to be survived. We need to change something. We would like to change structure, culture of our 40 clinics. And okay, I say okay. I agree. But when we start, as agile coaches, when we start to help any companies, we should understand title of business. That's why I start explorer medicine, dentist. And I visit more than 20 different clinics and I found interesting things that medicine don't care about marketing, about service, quality of service at all. And it was interesting because in business we have another situation. And usually when I apply agile in sales team, I always take the worst team with worst sales performance. And in this case we did the same. We took the worst clinic from 40 clinics. And look, this is real pictures. It was my coaching room during six months. I worked here and I had agile coaching session in this room. And this is, oh, what's happened? This is was our starting. Our clinic was the worst one. 46% sales performance. Very huge, okay. It was 35 people inside and eight managers. Imagine, please. Eight managers and only several doctors. And the second problem, it was communication between doctors, between assistants, between managers. Because it was like small different countries in one small clinics. The second problem was they didn't care about clients, about customers, about patients. They care about money only. They didn't help each other. They didn't share their experience. And it was really awful situation. And we start, we start from applying Scrum. Because usually I apply Scrum and we created cross-functional teams. We adapt backlog. We had all meetings from Scrum and we created free roles. Team, product owner and Scrum masters. What does it mean cross-functional team in medicine? Imagine that we created free teams, about 12 people inside. And in one team we had head of doctors, for example, and security. And even security. It was another team. It was assistants, doctors and person who were cleaning. Who were cleaner of these clinics. And it means that we, first, our step was change structure. Because you could, actually it's about, it's mindset. For changing mindset we need to use special tools. And we need to change structure of company. Because in other way it will not work. And we change it. And it was eight managers and people. Now we get free teams, free Scrum masters and just one product owner. I would like to tell you about our backlog. In non-IT cases we haven't product. We have services, we have sales. And it means that we adapt our backlog. Our backlog has had two parts. The first one it's about targets. It's about money. It's about something that you could measure very easy. For example, how many new clients come, it's our goals. It means the first part it's goals for money, for some numbers. But agile it's about culture. It is culture. For changing culture we need to improve our way of work. We need to improve our communication. We need to involve different new process and something like that. That's why in our any backlogs we have second part. About innovations, about customer experience, about feedback, about how our customers are happy and something like that. Once again. We had one week's sprints. Each team had planning session on Monday for example. Every day they had daily stand-ups and asking each other free questions. They had visualization. They had demo. What is demo in non-IT teams? It's demonstration of result. For example, today our demo and all company come to see what our team created or achieved. Demo is demonstration of everything that happened with our teams. And the last one I think the most important it's retrospective. Suddenly retrospective is the first thing which company cancel after leaving agile coaches. But retrospective it's the most important for improving and for changing the culture and business process in everything. This was our way. And you know before I worked more than five years as agile sales coach and we applied the same process and we triple our sales during next three or four months. In this case after one month of applying scrum we had the first results. Attention. This is our first result. Our worst clinics like losers start worse. We dropped from 43% to targets to 20. And all clinics, all people in this clinic they were very upset. Because before they didn't believe in agile. Nobody applied agile in medicine before. That's why we had some sabotage. We had a lot of conflicts about that. And nobody believed. Even in other clinics they thought that it's big mistakes to try agile in medicine. And imagine people who start do something in other way and start worst. And we decided to create one common retrospective. We invite all three teams and start to speak what's happened, why it's happened. And we found several problems. The first one, it started like competitors between teams. They started to steal clients. They started to be small free countries in one country. It was awful. They didn't care about customers. They started to care just about money. And the interesting situation, medicine assistance. It's like law cast in medicine. Nobody speak with them. Nobody involve them in some seriously process. And they wasn't involved in agile transformation. And after that people realized that they need to change something. And we found next results. This is really backlog. Who knows Russian will read it. And we sales increased from 20% to 64%. It was our first, how to say it, we were very happy about that. And doctors start caring about quality of service. They start share information with each other. They change financial motivation of medicine assistance. And people start speak with each other. Because every week they had one hour retrospective. They start trust with each other. But after that everything stopped. You know, it's very difficult to change our habits. It's even, it's very difficult to change our way of thinking. It's very difficult to change, to take responsibility for your decisions. That's why in this case they just afraid to change something else. Because they afraid that it will be worse than it was before. And the most important thing that we hadn't leader who will believe in agile transformation. You know, I believe that for any success agile transformation we need agile coaches. But we need leaders inside in company. Because employees they believe not agile coach from outside. They believe people who really walked in this company. That's why one morning I came to this clinic and found the business owner who invite me. And I thought that this is my last day in this clinic. And I asked him, why you come to this clinic? Why did you come? And he answered, Marina, I believe in agile. I know that we need agile transformation in whole 40 clinics. That's why I will come to survive situation. And he invite all people in one room, 45 people and ask who believe in agile transformation. And not just say believe. Who are going to pay from his salary for agile coaching. And 60% say yes, I believe I'm going to pay some percent from my salary. But 40% said no, I don't believe it. I don't care about that. And I don't want to spend my own money. And after that he came on the middle of the room and say very strong speech that he believe he will do everything for success. And if somebody don't believe and don't want to change himself goodbye. And it was very seriously speech with passion. And all people understand that they have leader, not just manager, who believe and they start believe. And after that all people involved. It was, you know, this is daily stand up. It's really picture. And after that all people start carry about customers. After that even security, you know, Russian securities they usually very seriously they do nothing. They just sitting near door and this is our Russian security. But in this case it was agile security. He was involved. He realized that they have one main goal in this clinic and he invite people. He try to help them. He ask what kind of TV they want to watch. He try to play with children because they were scaring a dentist. And customers, clients, when they come they start feel something different in this clinic. This is about happy of our customers. And they start, I forgot what I want to tell you. And after that, I remember in 40 clinics they had not marketing department at all because medicine is the last part of business who carry about marketing. But they need because now world is changed. We, for example, I have interesting story. I'm 35 years old and I have assistant. She is 21. And I ask her, how are you, if you decided to find very good doctor, how are you going? And she told me, Instagram, Facebook, Google. For example, me, never. I call to my parents. I call to my friends. I will ask for a good doctor. You see, we have different ways. And in this case, this small clinics decided to explain to executive that they need very good marketing department and they need budget for marketing. And they ask a little money and take short iteration like one week and decided to show them difference. And they decided to create Instagram. This is their, oh. This is their Instagram. They really think that if they every day will share their great examples of their work, their followers will be very happy. But then in one retrospective, they decided to ask followers, do you like our Instagram? Give us some feedback. And they were surprised because people told them, sorry, it's awful. I don't want to see it in my Instagram every day. And they changed. And this is their Instagram. They start to ask feedback from followers. They start to have different, interesting, beautiful pictures which help people with some advice and something like that. And people start to love it. But at the same time, just doctors, they start to have fun from creating this Instagram. All clinics were involved. And the main problem in medicine is to find good doctors and to keep them. Before Agile, about four good doctors per month left these clinics because they didn't like it and something like that. But after Agile, it started like one big family and we didn't lose our doctors and they start happy. Imagine when you come to a clinic and you meet happy doctors, happy security. It doesn't matter which, is it medicine or some shop. And they realized the main idea that the world changed and the clients don't want to be just patrons. They want to have a good service. They found that... Ah, an interesting story that some doctors were... We had some sabotage in the beginning and they didn't believe in and they didn't attend Agile transformation. And after several months, they come to us and say, I believe, I won't be involved, I won't be in the team. Because if you have sabotage in your company you shouldn't push them. You should give them time to believe and to come. And they start to improve their work because doctors afraid new way of working because it's about mistakes, right? That's why it's difficult to give some innovation in medicine. And they start to visit in other clinics. They start to find some good way of working and involved it in their clinic. And retrospectives, it's usually about improving. And this clinic, during five months, apply more than 400 innovative ideas in their work because cross-functional teams, self-organizing teams, it's about ideas from down to up. Not when you have just one manager who creates some innovations. That's why this is our future in whole companies. And Agile come to companies. They start trust to each other. They start to be very openly to each other. They start to speak. And in this case, it was one common retrospective. And doctors start to speak about their mistakes. For example, if we have in business mistakes, in sales mistakes, we could improve it and it's okay. But in medicine, mistakes, it's about life. It's about health. And they start to speak about numbers of mistakes. And found a great mistake in whole process. Young doctors from university who come to this clinic, they had a lot of mistakes because they just afraid to ask advice. And they just put out teeth, not and put, how to say it, implantant because they didn't want to ask help. And they start, they had, okay, they took five years and found how many mistakes this clinics created by themselves. And I was crying. People were crying because it's not 100. It's more. I wouldn't tell you how much, but it was really, it wasn't problem of the people. It was problem of the system. And after that, the doctors with good experience decided to share this experience. They start, teach young doctors. They start, they created different education, something like that. And if doctor didn't know how to help clients, he just could ask and another doctor just could help. And this is the main idea of Agile in medicine. It's not only about team. It's not only about happiness of people or customers. It's about lives. And like a bonus, Agile, it's about money. Because if you apply Agile mindset in sales, in marketing, in medicine, you always have the same situation. For example, this, you remember that it was the worst clinic and after five months it start the best one clinic from 40 clinics. And not only because they had 500, 100% of sales performance, they start the first one about new clients. Because all people try to be in these clinics because it's attitude, they feel it. And in other clinic start come to this clinic and teach Agile and in other tools. And for success Agile transformation, we need success story in our clinic, in our any business. Because people believe not when you tell about Facebook, Google, something like that. They believe when they really have success pilot team or story in their own business. And I think the best Agile leaders, they become from the first pilot teams because it was really, to be the first one it's very difficult for people. And then they teach in other clinics and they involve, and they share, they support them. Oh again, oh my God. This presentation once that you see it several times, 1,000 I think. And we had different Agile transformation in medicine, in sales, and after that we created a framework especially for non-IT teams. And we call it Sway, sales with Agile. Here we have ADAPT backlog, we have different roles. I will tell you, if you want you can come and I will tell you more about that. And we have Canvas. And couple things about Canvas. This clinic 35 people inside. And it's very important that all people security or head of this clinic realize what the main goal they have. What the main idea they have. Why they need this Agile transformation. And Canvas in this case help them to be, to understand everything what they need to achieve. And in this slide I put all steps of any Agile transformation for you. You could make a photo for you because any Agile transformation has some steps. The first step we create pilot team because we need to have our own success. The second step we should find which tool will help to change the mindset. Is it Scrum, is it Sway, is it Canvas or whatever. The next step it's support our team because during first month it's very difficult for people. Especially in pilot team. And when you have first success you should show the success all employees in all company. And in this case we created like show. What does it mean? We had 40 clinics and I as an Agile coach had clear goal that we need to change all 40 clinics. And we took this pilot team, we put camera everywhere and in other clinics they could see what's happening in this clinic in demo, in planning but not in retrospective. Because retrospective it's about deep communication. And sometimes I see some mistakes when people change something in small department but nobody know why, what. And I have a lot of cases when all people in company think that Agile it's just for IT. But not, actually it's mindset. It's our habits, it's our attitude to our clients, customers and to each other. It's about happiness. And the most important thing that it was the same people five months ago and now. But five months ago they were losers after five months ago they start success. What does it mean? It means that the system could change our people. But if you change the system, if you change the way of working people give you another result. And Agile works in sales, Agile works in medicine, Agile it's mindset. It's mindset which when you care about your customers, when you think every day what kind of value you are going to give your customers. When you openly, when you trust to each other and when you happy in your job. And this is my story. If you have any questions I would love to answer. I hope you like this story. And the main idea that it doesn't matter medicine, sales, marketing, I don't know, education. It's way of changing and we need to change ourselves and our business. Thank you. Who was the product owner then? Who was the scrum master? The product owner was head of clinic. She had pre-clinics, like a curator, I don't know how in English. And she, okay, product owner in non-IT team it's person who say what kind of numbers they should achieve. It's about vision. What should they do? But clinic decided how. And this is main different because they have a good budget. Now all clinics have open budget and they have some freedom. And scrum masters, you have two ways how to find great scrum masters. The first one just ask who want to be a scrum master? The first one. In this case they afraid everything because it's medicine. You know, they like army. You will be scrum master from Monday. Yes, sir. And we ask, it was some from team, totally. We tell them you have five days and just give us name of your scrum masters. They decided themselves. We had three teams. And I support scrum masters because for them it's new roles. And the best thing if you give freedom to choose themself. But product owner, it's some person who could make decisions. Who could say yes, we will spend this budget or not. Thank you. Can you also give me an example of our backlog? Yeah. For example, the first part about numbers. I don't know, one million dollars for three months. This is our main goal, for example, right? The second one, for example, 50 new clients per week or per, I don't know, months. Then in this case they had some numbers about implantants. How many implants? Because they had some medicine and something like that. And the second part, it's about feedback. It's about customer development, customer discovery. It's about how our customers are happy. And this is another part. This is about Instagram. It was because the main goal, one week they had main goal to know how happy our customers are now from one to ten. And they called them, they asked and it was interviews. Thank you. Okay. Hi, I'm Prabhakar. It's very interesting to see agile in sales and agile in medicine. Both are extremes in my view. So what I would like to understand is when someone is starting their transformations, the first thing in the IT, what we tell them is don't increase your target if possible, reduce your target because teams need time to set up and stuff like that. So how do you see that in the non-IT world? Could you repeat? I didn't catch it. The targets? Yeah. You should have some targets to meet. Sales people, right? The sales people, yeah. So when they're actually getting onto an agile way of transformations, should they be expected to meet the target in the very beginning itself? Do you see that happening? If I understand correctly, but I'm not sure. This is the easiest way to apply agile to sales because it's always about increasing targets. And this is the way how to sell agile transformation in the whole company. And sometimes IT people ask me, Marina, how we could sell, this is metaphor, sell agile transformation to our sales people because we're agile, our sales people are not. And I always say, invite them on retrospective, invite them to demo, show them what you're doing. And after that, they will involve and they will apply agile in their... I think part of the question was, do the targets always go up or do you expect them to go down? Ah, sorry, yes. Thank you so much. In the beginning, I applied agile in sales more than 170 teams in different business areas. And always, the first two months, it's always go down because it's a new way of working. They need to spend energy time for a new way. That's why it is always and this is a time when they need your support. Thank you so much. Just within five months, you seem to have achieved significant benefits. Now, how long has it been after those five months? And then how are you sustaining that beyond those five months? Curious to know that. After during one year, they increase 127 totally for one year. And did I answer for you or not? I'm not sure that day. How are you sustaining beyond that? Yes. So how are you sustaining beyond that? That is an important question. I think I need to translate. From the end of that one year to today, what has happened? How is it growing? How is it staying the same? They're still growing, but they're executive. They increase their plans. That's why now they're just about 100% for months. I mean, we will not have grow like that. Of course, no. It will be like that. Every day, they will try to achieve more and more because they're involved. Jai Ganesh from Delight, actually. My one question is, I saw your backlogs. How do you track and all that? So did you use any tools like charting tools in your daily scrum to track? For example, we use burn down charts, burn up charts, etc. Any charting tools did you use? In sales, and in this case, we don't use a board chart because we see numbers. This is our main things because we have exactly, for example, $1,000 per week, and we achieve it or not. This is our main type of how we measure it. Where can I find that? Yes, I will give you, I will tell you a link. You can find me in LinkedIn. I have two great articles about Agile and Sales in Agile and Medicine with very beautiful, clear English. Welcome to my LinkedIn. Hi, Marina. Thank you for the wonderful presentation here. My question is around, you spoke about the mindset change. And especially when you have eight managers and people reporting to them and it's always like, yes boss, whatever you say, how do you make them turn around? Any special technique that you can share? Yes, of course. There are three things. The first one is coaching. Individual coaching, coaching scrum masters. The first one. The second one is retrospective. The best thing is retrospective. But if our retrospective will be boring, yes, it wouldn't work. Retrospective should be as a working tool. You have more than 100 or 200 different types of retrospective. It depends what happens inside in this team. For example, we have black market marker. When all people, during one hour, nobody say anything, just writing. And different, different types, it depends what do you need to achieve with this team. But these are for changing mindset. And of course, another communication between people inside of team. You need good agile coach or scrum master who will believe in their success and help them. The one question. I will take it. Okay. When you're trying to change like a small company, especially high tech or software development, it's not that complicated to sell the idea of scrum or agile or anything like that. Now, companies out of IT, it might be a little bit more complicated. Companies like this one, like this size, how can you sell the idea in order to change the whole company? Leadership like team is a little bit risky to say let's change everything and see what happens. I have exactly way how I do it. I have cases, 3,000 people inside and more. The first pilot, it's your success story. It's your numbers. When you show executive numbers, they start belief and then create plan of agile transformation. You should not do everything in one day. It will be house. It will be awful situation. Step by step. But I love to start agile transformation from sales. Because sales department communicate with all departments. And if you change sales, you change whole organization at the same time. Thank you so much.