 Welcome everyone to the Agile People Fika. Today we are in Stockholm and in the training for Agile Agility in Finance. It's the first time ever we have this training. It's the first time in the world that we have ICF in. We think so anyway. We have accredited this training with the ICA Agile and Knift Farien is with us. He has created this training together with us. So, and the people at BBRT, so a couple of others, not just me, but BBRT is beyond budgeting so everyone knows that. I can see we have some people online if you would like to ask us anything. We just tried to do that. But let's start a bit. The intention of this Fika Trace is to talk about the learnings from the training. So, anyone would like to start to talk about what was your learnings or maybe your big coin drop these days? I think that my learning was the importance of the management team designing a management model that creates the system that we want to have to be a couple of organizations and to enable Agile to model. I think that is often missed, right? So, we have a system which we don't really know how to lead. Or manage, you know, talk to the manager. Manager, Agile. Yes. I think it's really a better language so that I can talk to the department and maybe remove the silos in our organization. So, for the whole system, the HR and the pilots. So, that's probably my biggest problem. I think new ways of talking about the products. One learning I had that was strengthened was the importance of visualizing economic figures and finances so that everybody can understand. Because many times you have all these details. You have a lot of figures and you can't make any sense of it. But making it easy to understand for everybody in the organization by using like proper diagrams or word clouds or simple graphs and so online diagrams and such things. So, that we can spread the financial information to everybody to use it. And that's one of my learnings at the start. Okay, yeah. I'm a coach but based myself on what I do and what I see and what I see in the beyond budgeting area here, except where I get some language thing, which is the important part. I see that it enables communication across boundaries. So, and also actually sort of, from my understanding, it builds the intention that you have in assigning and combining all these three targets measuring and there was also third now. Resource allocation. Combining them into one specific time in space and instead iterating and separating them so that you can't have the discussions of what we need now compared to where we go instead of just waiting for a year before you can have that discussion. That is my point of view. So, Cliff, I don't know if I said your name wrong in the beginning. No, it's okay. This is your first time teaching this training, but you have done singer things before. I know you have also written a lot of books. You were expecting a little audience of more controllers of people from that area. Instead, we are more ideal people coaches or ideal coaches or HR. So, what's your learnings from running this training? Well, I think my learning is that it's really, really relevant. And what I've done when we designed the course was that we followed sort of the structures from ICAGI. And we had some critiques against it. And I learned that my critique was right. And I think that I got the improvement to sort of adjust the learning outcomes. And sort of, I think we did it fairly good to be in this setting. And I've been doing this for Dagens Industrie, Dagens Sammel in Sweden, and I've done it in Czechia, but many years ago. So this is sort of the first sort of time we do it in this kind of formal certification setting with 17 people from different organizations. So that's quite, I think it's really, really interesting. And this is just the starting point. And I think we will do it now. We've done it on-site and we will do more on-site. And we will also release the remote version after a new ESD. We have to shoot some films and we have to adjust a little bit of the material. And yeah, that's fun. Now we will begin to offer this training on a broader scale, I'd say, to everybody. I am also authorizing more trainers in the world to give this certification. We can also think about different combinations when it comes to creating new courses for HR and finance or management and finance or HR management and finance so that we come together because the importance of people discussing and intentionally designing the management model and the business model. That's an enabler for creating the company that we want. Another thing that I thought was interesting was the decoupling of different days. And there were three examples of decoupling, I think. Decoupling of the organization is one. Decoupling of the sort of traditional budget process into three processes. That has been well known and tested and that's what most organizations do. But if you decouple the organization as well, you have a lot of flexibility. But still you have boundaries, of course. But you have to sort of design that model with the different techniques, methods, tools and that will also empower everyone in the organization and that will then also create a better culture for people to work there, for managers to work there and for customers finally and owners. So it's really about performance and how do you create that kind of environment that is fit for purpose and not using the old traditional 1922 model. Since we talked about that as well, that the management model is over well known about. And most of what we call management today was designed in the early 90s, 1920s, 1930s, the 20th century model. And we have to redesign that to enable agility. I think it's back to, is it, sorry. I think Nina, I was just listening to you. And you're talking a lot about management and managers. I'm thinking I would have love to hear more about leadership, because I think that we need more and more leadership principles there in addition to management. And I think if more managers could flip around and think like leaders rather than managers, I think we could get along the way. That is probably just because of my sort of way of talking. And I mean leaders, but I say managers, so it's, and I will improve. Thank you. I'm just thinking that what you were talking about, it's more or less, is it principle number five in the general principles behind the manifesto, build the environment, and then trust people to get the job done. That's more or less what you're saying. So decoupling, and the third kind of decoupling that we touched on was this, you don't have to couple together a child thing with controlling, but many companies do that. It's almost the same thing. We are basing the budgets on the accounting. And we don't have to do that. We can actually see them as a bit separate things. And we can create the budget model as we please instead of always basing it on this old 1922 model that you talked about. This is what we want to happen. And then we follow up on that. And then we look at the gap. And this is, of course, then bad things. It's red videos. The gaps are always red because we didn't predict well. We couldn't look into the future. And then we did wrong. It's bad. Any questions from online or anything you would like to say? I could say something, Daniel, if that's all right. Hi, David. Hi, yeah. So firstly, I just want to say congratulations. It's been the world's first to roll this certification out. So well done. Hopefully you're enjoying it. Sadly, I couldn't make it. I might have loved to have come over and spent this time. I guess my journey is in some of the points of people I've read there is that sort of three weeks, years ago or whenever I came to agile people, I was the reverse situation. So I'd come from a finance background. And so I was well aware of the sort of pitfalls in that space. And so then to be thrust into so how does HR then figure as well? So and you kind of over the years have allowed me to sort of see, put back the covers and see HR in that respect. And so just taking a point there, absolutely I don't see any reason why agile HR and finance couldn't find a way to join forces. I appreciate sometimes the language and the terminology gets confused. And I think I've mentioned this before, you know, everybody's scared of numbers or maths or whatever. I think that's okay, but you know, nobody's scared of people. So, you know, that that should be a sort of combined effort, I think, or at least an aspiration to do that. So well done. Thank you. We discussed about how can we create cross functional management teams and teams on all levels that are more cross functional working together as their first team. And then maybe having the second team is the functional team. Because now it's the functional team with team number one. And then you maybe sometimes work together in a cross functional team. But it should be the other way around to cross fertilize them to be inspired by other parts and understand how we can work together to be successful as a whole company. Any more questions from online? Nina, you're from Bully in Norway. So are you thinking of something that you will bring home on Monday that you maybe need to invest some time into? 20 years. I'm really curious now, what is it? Because I know that there's somebody monitoring something. And what exactly is it that they're monitoring? We don't have any budgets, but somebody's looking at something. So I really like to go home and talk to the chief financial officer and ask her, you know, what exactly is it that you are looking at? Because it's different things in different kinds of industries, organizations and so on. But you need to measure different things. But many times maybe they are measuring the old course schedule. Welcome to the training. Next time, right? Next Wednesday. See you then. Thank you.