 We're living in the 21st century. Technology is changing every day, businesses are growing, scaling really quickly. For me many businesses are turning to Agile. They started to think about how to adopt it, not just within a technology aspect, but more from an organisational aspect. So, ydy'r fforddau y gallwn gwaith yn fath o'r cymor cyfnod o'r môl yma? Efallai mae'r rwyf erioedd â'u cwestiwn ar-a gwahoddiadau a'r cynnwys a'r tyd yn gyfrifio buddol. Gwendaethau os ffordd a'r cyffreddistau, gierfyd a'r gyfrif erioedd, los i'r arweinio, mae'n rhaid i gael ei ffrif ni'n rhoi o'n gwahanolol i gydig y dyfodol, mae'n rhoi ar gwaith. Dyfodol wedi'i gydig o'r Lywodraedd yn cyfrifio o'r cyfrif fel cael hynny nhw. Hyn groes o bobl yn byw, mae'n gofyn ychydig iawn ei gael ar gyfer erbyn i'w ddarparu mawr o'r gweithio. Mae'r bwysig iawn i'r gweithio'r ffordd ogellio'r agiles. Felly mae'n cyffredinid anxerio, mae gynhwys yn hynny rydyn ni Safolido'r gweithio'r ei wneud. Mae'n gywed ar bros, interim i gweithio ffir hwnna. Mae'n gweithio, mae'n gweithio, mae'n gweithio'r cwestiynau'r bwysig, kertho'n gweithio'r gweithio'r agiles. ..y'r newydd. Cymru. Ac rwy'n creu bod yn gweithio, ond erbyn eich cyffredinolau mewn gwirioneddau, ..y'r cydwaith ar ei ddweud o'r cofnodi, rwy'n creu cyffredinol. Mae'r cyfnodau yn ymddangos o ddweud yn ei ddechrau, mae'n gweithio yn y ddechrau, ..y'n dweud yn ei ddefnyddio, mae'n ddweud o'r cyfan'i gwirioneddau. Mae'n ddweud o'r cyffredinol, mae'n ddweud o'r cyffredinol. Felly, y cyd-dyniaeth arfer y cyfnod, ffyrdd, mae'r cyfrannu yn ymweld yn ymweld i'r Facebook, Amazon, Gugl, a'r cyfrannu'n gwaith yw'r cyfrannu yn eu bod yn fwy o'n gweithio newydd, ac mae'n ddangos iawn. Yn amser fyddai'r mynd i'r cyfrannu yn ymddangos i'r cyfrannu, ac mae'n ddau'r cyfrannu yn ymweld rwy'n ddweud yn ymweld i'n gweithio newydd. a gallw'n iddiododd yn cael eu credu ddigon o'r cymsgol. Mae'r ddaf i hyn i'r ffordd i'r ddechrau gwych iawn i gyd ac yn ddigon o fewn i'r cyfrifiadur i gael maen nhw'n ddiwrnodd fnall i gael. Mae'n pobl yn moedrun i'n gael a'r ddiadosgol o'r ddaf i'r ddaf i yn mynd i ymweld y mae'r ddigon o'r generatedd newydd. Ers ymlaen i ddim ymddangos ymddangos ymddangos ymddangos ymddangos, o technologi, ac yn gyntaf o yefyd ac yn gyfnodol o lawrfa o tkt, mae'n rhoi gwneud y cyfansbwynt oes cael ddeirydd o'r ddeimlo a'r ddeimlo gyda pethau. A oedd yn fy f挫s, oes fod mae'r ddeimlo yn cyfrannu dod o gyrfa ddeimlo ar y ddeimlo i'r ddeimlondau a oedda'r ddeimlo fel ei gweld i'r ddeimlo? Mae'n eich gŵl i'r ddeimlu i'w dynw i ddweud yn y cyfeirio'i soundsfiddion. mae'n gyda gwaith o'r cyfrun â'i cyfrwyr yma, ond mae'n llwyddo yn ddefnyddio hir y dryf, mae'n cwrs oes yn elwhaf. Ond mae'n cyfrwyrunks cyfrwyr, oherwydd oherwydd oherwydd ochildren yn y ffestau sefydlud, oherwydd oherwydd oherwydd oedd eich cyfrwyr yma i'r brif Weineddau sy'n ei bouldau yn gwinellnu'r ystyried ac yn ymaint. Mae'n gwirionedd ynddi, mae'n cyfrwyr yn cael gwirionedd i'r rhaid, mae'n cyfrwyr yn llawer o'i cyfrwyr yn ystyrdd. That's about this layer of uncertainty about what you're doing, with ask their complexity and what you're doing. Can things change? If those things arrive, you can get benefits from inspecting and adapting doing something small, getting some value and then going again. It's interesting to see that because a lot of the time I also find that when we talk about getting things done and complexity that you need a certain level of赤nwysgwyd in terms of how you plan, ac y gallu'n rhoi'r cefnodd, neu'r wrth i ddweithio gion. Mae ymddindig wedi'i bod yn ymddindig ar y theaters a'r dysgu y llysau sy'n dod â'n dod. Ond ydych yn dda i'r hoffi'r priorytau. Felly, nawr yn ychydig ar gyfer y ffrindol ddau a dweud rwy'r hynny i ddod i'r hoffi'r priorytau i ddweithio'r hoffi ymddindig ar gyfer y ffale? Mae'r hoffi ymdindig ar hyn a'r hoffi yma i ddweithio hefyd i amddindig ar gyfer y rhaf, mae'r peron yn ystod gweicio edrych yn pipnog ar gael'i gymwyo a gweithio'r McInance o dda chi'n dweud a'n gallu cymdeithasol o'r gweithio arall. Ond rydyn ni'n dweud i'r gweithio'r gweithio arall a dwi'n credu ar wlad dyna ar fynd oia'r awdgrifedd. Mae'r awdgrifedd, ganweithio'r awdgrifedd, dwi'n credu'r awdgrifedd, i ddim yn unig helpu ar gyfer rhai o'r rhai o'r pwynt yn llweithio. If we think about organisations, because we've been talking about loads of different departments in an organisation, you've got your tech department, marketing, finance, there can be a number of departments, and when it comes to thinking about an organisation as a whole, we often tend to have these departments that can be quite siloed, and I think it's great that all of the different departments have obviously their aims, their goals, Felly, mae'n dweud i'r ddarparu'n dwylo'r gwahanol yma, bo'r bywyd ydych chi'n ymddangos o'r dwylo i'r cyllidol i'r cyfwyr ymddangos yma? Felly, mae yma'r ddweud i'r gwahanol i'r cyflod yng Nghymru ar gyfer y ddweud ymddangos. Wel yma'n gweithio agel Llyfrgell, yma'n cynnig o gwahanol amlwg? Wel yma'n gweithio agel Llyfrgell? y gallwch yn gallu i'r ysgol o'r ddweud yma, oherwydd mae'n ddweud arall yn dweud ar y ddweud. Rwy'n credu, yn rhaid, mae'n ganlygu'r dweud, mae'n ddweud i'r pryd yn dweud yma, mae'n ddweud i'r pryd yn llawd, mae'n gydig i'r ddweud, yn ddweud ei weld i'r unrhyw ffordd yma. Rydym yn nhw'n gwybod o'i drwsgyntau, ond mae'r ddweud yn llob o'r ddweud, So we had the designers over there that had their lead designer who was in charge of that department. All their management structure, we had the business analysts over here, they had their management structure, and the developers and the testers and the architects, all these different departments. In order to get something of value we had to get someone from over there, someone from over there, someone from over there into that team. And we did quite well, but there was one group that was just too busy. Just too much work, and to be honest they probably weren't that interested in being part of what we were doing. Mae'n gwybod yn ddyn ni'n ieddech chi eisiau'r dyfodol bod yn beth yn ymgyrchon ar y bydd. Ymgyrchon ymgyrchon seiswyddiant, yma. Nawch, mae'n dim gennym iawn i'w dyfodol, ac yn Gymraeg additional mae gyd-niad. A gyd-niad wedi'u ymgyrchon, ond mae'n hyn yn cyd-niad byr. Mae'n edrych yn ymgyrch y byth. Nid yn ymgyrch, nid yw fod yn gyda chi amdano. Bydd yn ddannu hyn. Mae'n ddod yn ddweud a wedi gyhoedd ymgyrchon yn maen nhw. Mae� i'n defnyddio i gael eu hwnnw i'n gweithio, fyddwn yn bwysigol i gael yma, gyda'i'n gweithio i'r tîm, a wnaeth li'n yr wyf, ac mae hyn'r gweithio i'r gweithio i'n dweud. Felly, yma, gallwch i'n gweithio i'r holl, yn ôl i gweithio i'r holl, i'n gweithio i'n gweithio i'r holl, wrth gofio'n rhoi ei ochr, aこう hyn i'n rhoi, a bwynt eich bod ar y baen nhw. Diolch yn fawr, er mwyn oherwydd mynd i'w testio i gweithio er mwyn... er fawr hi'n fawr i'n fawr i'w testio i gweithio i gweithio inni a yna'n gwybod i'w list backwards. Fawr eich masnig i daith yn dwy komfyn i chi gyd pan mae'n adael i chi gweithio arnyn nhw'n dechrau... a gweithio gyda'n rhai, mae i chi'n gweithio eich masnig i gwybodaeth, dwi'n adael, mae'n adael, mae'n adael, gyda'n gwybodaeth. ers i chi fyng, yn y cwrs, mae'n adael i'n ei gweithio, we come back at the end of the month. We fixed iter.. can you check back we fixed it? Yeah, yeah, takes about a month! Here's all of the other list of stuffs from last month, you go fix that, we'll check this, deal! We thought we were delivering value in a month but actually, we weren't we were delivering value in four months we were knocking on this team's door every month for us to build it, a month for them to check it a month for us to fix the problems and a month for them to check we fix the problems and every month we were knocking on the door Efallai efallai yma. Cristina, gwybod i ddim o'n ddeithas yma. Felly mae'r rhaglu'n gwybod, yn ystod. Mae'r cymdeithasol yma. Felly mae'n gwybod i'w ddim yn rhanio'r cylliddocaeth. Felly mae'n gwybod i Cristina yn y tîmau. Mae'n gwybod i'r dda i'r gwybod i ddim yn ystod. Felly, sydd wedi gweld i'w ddweud dda, mae'n gwybod i'n gwybod i'w ddweud. Felly mae'n gwybod i'w gwybod i ddim yn rhanio'r cylliddoch. Mae'r ffordd existenio, roi'n ei bwysig yn amlwg, ond mae'n dweud o'r ffordd o'r llen. Ac mae'n ddim o'n ddweud. Felly, mae'r ddweud o'r ddweud. Mae'r cychelig yn oed ond mae'n ffordd o'r bwysig. Mae hyn yn ei ddweud, ac mae'r ffordd o'r ffordd o'r ffordd. Mae yna'r ffordd o'r ffordd o'r llen o'r ffordd o'r ffordd o'r ffordd o'r ffordd o'r ffordd o'r ffordd. Mae yna'n mynd i'r rhaid oherwydd. Efallai yw'r bwysig o'r cyfnoddau i'w ddwy'r gweithio yng Nghymru a'r ddwy'r gweithio? Yn hynny, yw'r ddweud y ddweud o'r gweithio? Yn ymhael yw'r ddweud yng nghymru i'w ddweud o'r gweithio, mynd i ni'n gwybod ddweud o'r trwych o'r ddweud, i wneud o'r cyfnoddau. yn yw'r ddweud o'r gweithio deistri, y gallwch yn rhan o mynton, is that we have the most comfortable place to start. So, when we're talking about anxiety and uncertainty, it's kept to a minimum. And you'd be surprised, everywhere that I've been, an organisation leader says, I think we should be more agile as a company. They've always got some pockets of agility there somewhere, because someone somewhere in the organisation has thought, there's got to be a better way, and they're just doing it. Almost screw the official policy, if you like. So, that's a good place to start because it's easy and you can build on it. Low-hanging fruit. The other school of thought is pick the riskiest, most difficult, most challenging, the scariest project, the most complicated project that you've got. And start there, which usually gets a whoahw resource, but really, if you start with the easiest project, anyone who's skeptical about this will think, well of course it'll work there. That was going to work anyway regardless of what you learned. Whereas if you pick the riskiest project, you're going to find out where your problems are unrhyw jwg yw yw, oes i'ch fod a'r ystyth yn cael ei ddweud yn y cwysigol i ddefnyddio. Felly mae'n ymchwilau bod ydych chi'n gwaith yn dweud i'w cyfnod, oherwydd mae'n gweithio bod ydw i'r dweud i'r ddweud. Rydyn ni'n ei wneud beth yw ddod yn ei ddweud i'r ffordd o'r ydydd ychydig. pushing boundaries within an organisation, how courageous they are and where they do you want to jump in the deep end or wade in from the shallow end? If I was the leader of an organisation, somebody said ok well you need to change the way you Da f Caskey ringlaen i is the same, yet different, then some of those things, you can sort of preempt. You can sort of think, oh this is going to happen. You can almost prepare yourself for it, but any change agent worth their salt would be open and honest enough to say to a leader in an organization that things are going to go wrong as they were. Part of this is actually dealing with failures. Stop trying to spend all your energy avoiding ..sallwch ar y ddwygenol i ymgyrch yn unigol. Mae'n golygu am siarad y byddiol. Rydyn ni'n wneud tîl eu cymrydd. Yn y gallwn i'w lle ar gyfer eich bod yw'r llwyffydd a wnaeth yn ein cyffredinol sydd hynny. Mae'n gweilladau unrhyw ymwneud ychwiliaeth neu'r llwyffydd yn uddwyr i'r llwyffydd yw'r yer. Yn yw', yw'r llwyffydd yn y drws. Felly, mae hyn yn mynd i'r llwyffydd. Mae'n gwhe… Felly, dyna'r byd i'n ddechrau, ac rwy'n ddim yn fawr i'r cyntafol, ond ond y peirion i'r ddiwedd i'r gwerthau. Felly, yw'r fforddau, y gallai ffawr y gallai bwysig? Ond y ffawr y bwysig, y gallai bwysig y gallai bwysig ymddangos cymdeithasol eich bod yn cymdeithasol, ac yn ychydig, yn y ffordd y gwerthau sydd y bwysig yn y bwysig yn y ffwrdd. Yr gwerthau y bwysig ymddangos yng nghymru yw'r bwysig yw'r bwysig We'll get, from an Agile approach, predictability speed quality morale. So, depending on where you are, most companies are focused on speed. But if you just focus on speed then you can get really really quick and really really fast at delivering the wrong thing. Felly mae'n gwybod, gan ydych i'w hwyl i'w hefyd, yw ddiwethaf am hwyl i'r iawn. Felly mae'n gwybod y fawr yn bwysig o wahanol, ychydig o ffartigaeth Cymru. Felly, ei wneud i'r wneud i ffartigaethol, rydym wedi'u bwysig i'ch ei wneud i'r mwyaf hwnnw, a'r ddweud i'r ddweud. Cymru bod y dyna cyfnodd maen nhw yn ymgrifennu ymweld i fod yn ymweld i gael. Mae'r bobl yn ymweld i gael ddych yn ymweld i gael fynd. A dwi'n meddwl i fod yn gilydd i gael ymweld i gael am ymweld i gael ymweld i gael ymweld i gael. Felly yn y dynol, mae'r cael cyfeirio cyfnodd maen nhw yn ymweld i gael eu cyfnodd ymweld i'w gael. Mae'n gwneud hynny. Mae'n cael ei gael i gael, bobl bod ydych chi'n gweithio'i ddechrau, yn ystyried i'r deill yn mynd i wneud, mewn gwirionedd ychydig maen nhw. Ond ei wneud yn ystafell hefyd, y gallwch yn cwrs yn borygyntau ac rwyf yn cyfrifiadol ar y deill. Felly wneud pwysig y gallur maen nhw o'n eu cyfeirio yn y lleol o'r cyfrifiadol ond mae'r cyfrif 분nwys ym mher yn ddweud a'r bobl yn d wych i'w ddechrau. Mae'n gwneud â'r lyst hwnnw, ac rwy'n ôl yn ymdweud fel y gallwn mewn i ddweud. I don't have to get feedback on something that I've started, I don't have to be told that that's not quite right to change it. So I'm opening myself up to information messages that I might rather avoid for a while. Absolutely and I think that, again, this is my personal experience for me, that's at the heart of it all. Organisations are about people and it doesn't matter whether you're working in an agile way or whether more traditional approaches are better suited to that organisation. If people aren't working together and really understanding what they're delivering then it's almost like what's the point. So I think that you touch on a really important element there which is about people and a certain level of trust and empowerment that it also takes to really change this kind of mindset and ways of working, especially in that shift from traditional approaches to agile and that's hard. For me that's quite a big challenge, especially in a very big organisation, you're expecting a lot from people around changing how they lead, how they communicate, how they work together and I find that that can be quite tough. There's a phrase that is a good phrase but it's a scary phrase and so sometimes it does more harm than good and that is you can use an agile approach to fail fast and there's a lot behind it. But if you just hear the phrase agile is going to make you fail fast that can scare people, I don't want to fail at all, let alone failing fast. But failing fast is definitely a lot more preferable to failing slow because if you fail slow that's really expensive and when you've put a lot of effort and a lot of time in to end up with a failed project, a failed product that's really demoralising. But if you've only put a small amount of effort in and you realise it's going wrong it's quite cheap and it's a lot easier both organisationally and psychologically at a personal level to pivot and change. So failure is a downside to an agile approach but it's also a benefit. So at a leadership level getting used to the fact that actually we're going to embrace failure, failure is going to be a good thing as long as we fail cheaply and as long as we fail quickly. And as long as we learn from that failure so we don't continually refail the same way, it's a double edged coin as they say. For me there's a really powerful part of agile which sometimes I find not many organisations explore and that's the continuous learning aspect of it. We hear a lot of buzzwords, continuous improvement, continuous delivery but for me there's something really powerful to explore there, especially when it comes to the learning aspect. And that touches things like failing fast and feedback. What are your thoughts on organisations and agile and this idea that empowering people to learn and to really build upon that learning and explore ideas and innovate. It's rare that you'll get me to say something very definitive but I'm going to be quite definitive here. If you're not learning, you're not agile. That's probably the most definitive I'll ever be and I'm passionate about that. It's one of the principles that agile manifesto just so happens to be right down the bottom but you've got to take advantage of the opportunity that you're giving yourself to learn. By doing something small and quick you're learning, you're learning whether you're doing the right thing, you're learning whether you're doing it in the right way, you're learning whether it's going to be valuable. You're learning how you're going to go about doing things and how you can get better at doing them. All those opportunities are there. Now I'm a believer that actually learning is one of the things that acts as a motivator for human beings. We're curious as a species. We want to get better at things. We like to expand our skill sets and learn new things. So the fact that there's an intrinsic motivation and built into the agile way of working is a good thing. So it should happen. However, I also see it as an obligation. If you're not taking time out to reflect and adapt, you can just be building the same thing and you're abdicating your responsibility if you like to get better at things. Not just what you're building but how you're building it. So that we have the opportunity at the end of every iteration to get some feedback about what we're doing. OK, it might not be comfortable to learn that it's not perfect, but it's an opportunity to get better. And we have an opportunity to work out how to get better at how we're doing it. And again, that might not be comfortable to learn that I can improve in a certain area. But it's a good feeling when we do improve in that area. It's obviously important to you as well. So how have you got into that habit yourself? From a personal perspective. So for me, I always say that you never stop learning and it's probably not just me that says that, but every opportunity is an opportunity to learn. And I think from my own experience, I inspect and adapt on a regular basis for myself as a coach, as a scrum master. I'm always constantly asking for feedback of how did this go? How was that meeting facilitated in the best way possible? Could I have done something better? I think it's not just about teams. It's also about individuals. But this idea that feedback and learning and taking that feedback and improving yourself, improving your skills, improving the capabilities of a team, it's such a valuable, powerful aspect of agile that I just think it's so underrated. And one of the things that I am very passionate about and I tend to drive in organisations that I've worked in certainly is this idea that we have communities of practice where we carve out space to also learn. So if you're working in such a way, for example, if you're using scrum, naturally there's a built-in retrospective that allows you to stop and inspect and adapt and reflect on the past iterations. But some frameworks don't necessarily have that built in. So how do you carve out that time? And I think that's another question that, you know, when you're transitioning from traditional approaches to agile or even just generally asking ourselves as companies, how are we learning? What are the areas you want to try and change and improve? I think it's important to note that management is still an important part of any company because at the end of the day when we're thinking about vision and direction, you know, we need our leaders and our managers to really steer. Well, that's leadership. Absolutely, yeah. Which is different because if I've got good leadership, then I can be much more effective at self-managing. And if I'm effective at self-managing, I need less management, which leaves a lot more room for these traditional managers to be more leadership, to do more leadership, to provide more leadership. They don't have to worry about, are you working properly? Are you doing the right thing? Are you coming in on time? Are you coming in on time? Because I know the delivery. And in agile environment, I can see that delivery quite easily and quite quickly on a regular basis. So I don't have to manage by time sheet. I can manage by delivery. And I suppose if there's a problem with delivery, you're able to sort of see that very quickly and change how we're delivering as opposed to necessarily trying to manage that or control that because I find that often if there's a problem in, you know, are we delivering the right thing or is delivery quite easy? Well, delivery could be slow because we're not understanding what we need to deliver. And for me, that's more about facilitating the conversation. And I feel that's where a coach or a scrum master, if you're working with a scrum framework, for example, comes in because they can facilitate that conversation as opposed to managing and making decisions within that conversation, which can come from a bit more controlled management. So just to summarize, if you were to pick your top three reasons why a company should adopt agile, what would they be? OK, so not necessarily in order, but I would say getting optimum return on your investment. So finding out where the value is, doing more of that and doing less of the stuff that doesn't add you value and getting that value sooner. The second one I would say would be around innovation and responding to change. So getting into a habit and creating a culture of being responsive and trying new things and working out what does work and what doesn't work. And then the third I would say would be making the most of the people that you have in your organisation, harnessing their talent, their innovation, their creativity, their passion and their intrinsic motivations. Does that make sense? Yeah, absolutely. I mean, I can't disagree with any of those. I think if I were to pick my top three, they'd pretty much be spot on. I'd say it's about people, it's about value and resilience. Yeah, absolutely. That's probably better saying it than how I say it. Hey, it's summarising it, but yeah, no, it's good to know we're on the same page.