Join us for an engaging webinar featuring John Coleman, a renowned expert in agility, as he unpacks the OKRs (Objectives and Key Results) framework. Originally devised at Intel and brought to prominence by John Doerr in Measure What Matters, OKRs have transformed the way organisations align their efforts with critical business objectives.

Discover how AI is reshaping the future of agile practices and methodologies.

Experience a practical masterclass and gain hands-on skills in OKR implementation that has already been delivered to hundreds of people. Limited spaces available.

Sonia and other featured speakers will looking into the ethical and social implications of AI, shedding light on the responsibilities that come with developing and deploying these advanced technologies.

Having had years of experience in recruitment agencies, Paul has gained unique insights into how to successfully navigate DE&I and implement efficient systems that drive results.

In this masterclass on Wednesday 6th March, discover successful delivery strategies from seasoned professionals, stay updated on the latest trends, and explore innovations in adaptable delivery.

As a seasoned professional with over a decade of hands-on experience in diverse industries, Marisa brings a wealth of expertise - particularly in navigating the intricacies of the dynamic Middle Eastern market.

Embark on a transformative journey with our upcoming webinar, "Cultural Evolution," with Michele Buonaiuto, where he explores the dynamic shifts in mindset and culture within the modern workplace.

Join us on Thursday 30th November for Lithe’s exclusive webinar, "Unveiling the Dynamics of Personal vs Public Leadership," where industry expert Michele Buonaiuto discusses the delicate balance between Personal Leadership and Public Leadership.

Tensions within organisations and managing them is key in executing the dynamics of a successful transformation. Russ will discuss his theories and findings on managing tensions at all organisational levels during the transformation process.

As an executive, board member, or entrepreneur, learn about a management innovation you can begin working on tomorrow. Try better and more timely decision-making, with happy employees serving happy customers, good psychological flow, and an optimized flow of potential and actual value.

In today's dynamic business landscape, value delivery and efficacy are paramount. Join Michele Buonaiuto, Senior Transformation Consultant, in our upcoming webinar to discover the key elements that will transform your organisation into being able to seamlessly identify value at every turn, enabling real value delivery for your customers. Michele will guide you through essential strategies and insights to supercharge your transformation journey.

Your mindset is a crucial factor in determining your success in life. To truly achieve extraordinary results, it's essential to unleash your mindset and push beyond your limits in a real and pragmatic way.

In this talk, we will explore various topics such as the Mindset Redesign Framework (MRF), Bloom's taxonomy, low vs high order thinking, and pattern recognition to help you develop the right mindset for success. We will also share practical strategies for reducing your cognitive load, including the Ignition time and ITEM (Individual Talent Exploration and Maximisation), and discuss how coaching and mentorship can help you achieve your goals.

Many executives we meet in growth businesses say their OKRs seem to lose their power after Q1. Like new year’s resolutions, they are important at the time but leaders find more urgent things at the top of their agendas. When we dug a little deeper, we found seven causes including:

• Key results couldn’t be adapted to suit the local situation.

• Differences in understanding of what OKRs can and cannot do.

• They didn’t hit the sweet spot between top-down and bottom-up needs.

• Nobody thought to include BAU and revenue protection measures.

• Strategy becomes stale very quickly in a fast-moving business.

• It’s hard to be objective in a strategy workshop.
  Objectives weren’t really focused on delivery.

Many executives we meet in growth businesses say their OKRs seem to lose their power after Q1. Like new year’s resolutions, they are important at the time but leaders find more urgent things at the top of their agendas. When we dug a little deeper, we found seven causes including:

• Key results couldn’t be adapted to suit the local situation.

• Differences in understanding of what OKRs can and cannot do.

• They didn’t hit the sweet spot between top-down and bottom-up needs.

• Nobody thought to include BAU and revenue protection measures.

• Strategy becomes stale very quickly in a fast-moving business.

• It’s hard to be objective in a strategy workshop.
  Objectives weren’t really focused on delivery.

Many executives we meet in growth businesses say their OKRs seem to lose their power after Q1. Like new year’s resolutions, they are important at the time but leaders find more urgent things at the top of their agendas. When we dug a little deeper, we found seven causes including:

• Key results couldn’t be adapted to suit the local situation.

• Differences in understanding of what OKRs can and cannot do.

• They didn’t hit the sweet spot between top-down and bottom-up needs.

• Nobody thought to include BAU and revenue protection measures.

• Strategy becomes stale very quickly in a fast-moving business.

• It’s hard to be objective in a strategy workshop.
  Objectives weren’t really focused on delivery.

The backlog was a great idea, until it wasn't. Many successful teams are delivering backlog items everyday but their backlogs aren't getting any smaller. Delivery success is overshadowed by the never ending backlog. Product discovery, dual track agile, OKRs etc. make it worse by accelerating backlog growth without taking away any of the rotting items. Worst of all, doing the backlog distracts from delivering benefit to the customers and responding to change. What are we to do?

In this presentation Allan "Nuke the backlog" Kelly suggests you rethink the very idea of the backlog and rebuild your agile process around outcomes

What are the executives concerned about? And how can agile contribute to it?
Many times, in the agile world, we focus on efficiency or we focus on the ways and the techniques that can help us improve our way of working, in addition to putting some frameworks and practices in place.

This talk: "Managing Tensions, not People" is based on the research literature of organisational ambidexterity - think of it as Agile for Managers.

This webinar is hosted by our partner Russ Lewis and will cover How "Organisational Ambidexterity" can help managers improve business agility.

Many executives we meet in growth businesses say their OKRs seem to lose their power after Q1. Like new year’s resolutions, they are important at the time but leaders find more urgent things at the top of their agendas. When we dug a little deeper, we found seven causes including:

• Key results couldn’t be adapted to suit the local situation.

• Differences in understanding of what OKRs can and cannot do.

• They didn’t hit the sweet spot between top-down and bottom-up needs.

• Nobody thought to include BAU and revenue protection measures.

• Strategy becomes stale very quickly in a fast-moving business.

• It’s hard to be objective in a strategy workshop.
  Objectives weren’t really focused on delivery.

Kanplexity relies on the concept of sense-making developed as part of the Cynefin framework. John states that we lack guidance for potential agilists in other sectors.

Using tenets of Kanban and Cynefin® sense-making, Kanplexity offers an optional approach to those in non-software settings. Sense-making is a mental exercise that evaluates situations against our understanding of how the world works.

Cynefin is essentially a sense-making compass. Kanplexity relies on the concept of sense-making developed as part of the Cynefin framework.

In many organisations, leaders have changed the structure to smaller agile teams and perhaps also tribes (teams of teams). Going beyond the new boundaries of teams, however, delivery of complex larger scale changes often stays slow and ineffective.

When speaking with these leaders, they talk about bureaucratic processes and complex web of dependencies leading to frustratingly ineffective prioritization and delivery. It is everything but agile or continuous delivery.

For someone like Andrea, who has seen the "other side", the trigger word prioritization in the client language translates to "we need more effective decision-making".

In this talk, we will look at how we can empower and unleash people by involving them in various, clearly defined decision-making processes. We will look at possible answers to these questions:
Who shall make decisions in our context?
How shall they make decisions?
Why shall they make decisions?
What enabling factors are needed for decision-making to be(come)
effective?

Many executives we meet in growth businesses such as yours say their OKRs seem to lose their power after Q1. They are like new year’s resolutions, important at the time but leaders find they have more urgent things at the top of their agendas.

When we dug a little deeper, we found seven causes including:

- Strategy becomes stale very quickly in a fast-moving business.
- Objectives weren’t really focused on delivery.
- Key results couldn’t be adapted to suit the local situation.
- Differences in understanding of what OKRs can and cannot do.
- They didn’t hit the sweet spot between top-down and bottom-up
needs.
- Nobody thought to include BAU and revenue protection measures. - It’s hard to be objective in a strategy workshop when you are not
an expert in OKRs and without external facilitation.

Many executives we meet in growth businesses such as yours say their OKRs seem to lose their power after Q1. They are like new year’s resolutions, important at the time but leaders find they have more urgent things at the top of their agendas.

When we dug a little deeper, we found seven causes including:

- Strategy becomes stale very quickly in a fast-moving business.
- Objectives weren’t really focused on delivery.
- Key results couldn’t be adapted to suit the local situation.
- Differences in understanding of what OKRs can and cannot do.
- They didn’t hit the sweet spot between top-down and bottom-up
needs.
- Nobody thought to include BAU and revenue protection measures. - It’s hard to be objective in a strategy workshop when you are not
an expert in OKRs and without external facilitation.

Drawing on her personal experiences, Erum will share shocking attitudes towards comms, and the impact that has on time-to-value and employee retention.

She’ll demo the Agile Communications Planning tool to make Agile comms planning really quick and easy… and she’s made sure it's free to use! You’ll see how you can use comms and storytelling to share successes, drive the culture and behaviour in your team/org, and scale your transformation.

Our speaker is Michele Buonaiuto, he will speak about:

How Agile and Lean Tools are adopted as the backbone of thousands of company transformations with different degrees of success.

How Positive Psychology applied to business acts as a force multiplier enabling organisations to boost performance.

The benefits of Positive Leadership as a catalyst for change and supercharging of truly positive self organising teams.

Luca Minudel will share his journey of how he mastered Human-Complexity in software and digital product development. He will share the mistakes he made and the lessons he learned on his way to become an expert.

Customer Value, Customer Centricity, Product Success are some of the ultimate goals of an organisation.

And to achieve them one of the focus area for an organisation is to ensure that the teams are setup and interacting efficiently to deliver customer value with speed.

In this Webinar, we will discuss how to define an efficient team topology for teams to deliver customer value. we will go through some of the lessons and learnings I had while implementing the Team Topologies principles and practices developed by Matthew Skelton and Manuel Paisin which helped the organisation to be more focused on value, products, and streams of business value

"How simplifying your organisation avoids agility being just about teams. If you're an executive, let's explore some unintended consequences of expecting your teams to be agile. What behaviours one can observe, and actionable steps to deal with them." – John Coleman