In her talk, How a Lean and Structured Team Topology Amplifies Productivity, Rutuja Joshi focused on the change management process, and how it impacts productivity in organisations.

Many successful teams deliver backlog items every day, but their backlogs aren't consistently getting any smaller. Delivery success is overshadowed by the never-ending backlog.

Usually, tensions arise when there is a tug of war between capability and demand. If left to themselves, the results can be chaotic. The balance of tensions is fundamental to Russ Lewis’ philosophy.

Objectives and Key Results (OKRs) is a goal-setting framework that was developed by Intel in the 1970s and has since been adopted by many successful companies.

Kanban is a method for managing and improving work across all kinds of organisations. It was developed by Toyota in the 1940s as a way to improve efficiency and has since been widely adopted in a variety of industries.

Kaizen is a philosophy and set of practices that was developed by Toyota in the 1950s and has since been widely adopted in industries around the world.

An agile transformation is the process of adopting agile principles and practices in an organisation to improve the way work is managed and delivered.

‘Big Room Planning’ is a method for coordinating complex projects that brings together a group of stakeholders in an open space to work collaboratively.

An adaptive organisation is one that is able to quickly and effectively respond to changing circumstances and adapt to new challenges.