Mariya Breyter, Dun & Bradstreet

Have you had complex organizational impediments that everyone is aware of and the company tried to resolve for several years but nothing was achieved? At Dun & Bradstreet, we decided to take a fresh look at some of these problems and ask five “why’s” to get to the root cause and once we did, we invented a new Lean IT framework, which we call Lean Pilots. I am going to share how we came up with this idea, how it got modified through multiple iterations, what the challenges were along the way, and what is the business benefit of this approach. I will review three...

David Bogaerts, ING Bank

At the Lean IT Summit 2014, we talked about how we were moving away from a firefighting organisation towards a stable organisation with a consistency of purpose. We finally realised that we, the so-called leaders of our organisation were the root cause of the problem. This year we are back to talk about the next step in our journey and how we closed another inconvenient leadership gap: how to involve everyone in continuous improvement and unlock the improvement talent and power of all our people. How to help our people to keep daily focus on the most important goals and...

Jean-Rémi Beaudoin, Theodo

Interactive workshop: Lean problem solving to the rescue of a Scrum team During this workshop you will discover tricks to implement and pitfalls to avoid in order to help your Scrum teams solve their problems every day. Biography: Jean-Rémi has been working and solving problems everyday at Theodo for the past three years as a developer. Theodo builds web and mobile applications using the Scrum methodology and following Lean principles. Before joining Theodo, he has worked as a project manager at Renault’s innovation department and at UZIK, a luxury-oriented...

Dimitri Baeli, LesFurets.com

Kanban as code – The Continuous Delivery at LesFurets.com The devteam at LesFurets digested Kanban at code level to switch from delivering a batch of 100 features in a month, to delivering daily releases of 1-5 features. We’ll share the learnings and take-aways of a crazy code management strategy which turned out to be a great way of working with many good surprises, and opened the Team to Lean practices.   Biography: Dimitri Baeli is the new CTO at LesFurets.com after 4 years of continuous improvement within the software development team where is...

Mike Orzen, Mike Orzen & Associates...

Mike will run a pre-conference masterclass: “Building Your Lean IT Roadmap” on 13 March and present “Lean IT, DevOps & Agile – Learnings from Nationwide” Six years ago, Nationwide (an insurance and financial services company with US$26 billion in annual revenues) embarked on building industry leading software engineering capabilities. Their lean journey has enabled and engaged their 9,000+ person IT organization to deliver great solutions to customers and partners with ever-increasing levels of quality. In this session, we’ll explore the...

Pierre Masai, Toyota Motor Europe

Hoshin Kanri literally means “Compass Management”. Its main purpose is to agree the direction at each level of the company in a way that leaves both latitude to operational units – IT included – to formulate their own plans, and to align them horizontally and vertically from the top company direction to the employees and back (“catchball process”). Pierre Masai will share insights and explain concretely how this process works at Toyota, including at the IT function he leads, but also the experiment he conducted to support the Hoshin process of any organization...