Programme

Is this you?

• Striving to create innovative products in a competitive market, where disruption and volatility are the norm?
• Unsure whether the decisions you make are the best to deliver real customer value, while their demands constantly change?
• Juggling being a product owner, product manager or analyst across multiple teams?

This workshop will help you deeply understand your customers and enable you to deliver products and services that they love. Through mindfulness, you will think more clearly resulting in better decisions, which drive innovative solutions. You will gain practical experience and understanding of why mindfulness is the essential skill for effective product ownership.

This workshop is for

• Product owners
• Product managers
• Project managers
• Business analysts
• Anyone working in a product ownership role

Workshop outline

• The Product Ownership role and common issues faced.
• Introduction to mindfulness and its benefits.
• Using mindfulness to develop better ways of thinking, improved creativity and problem solving.
• Implementing mindfulness in the product ownership role.
• How to apply mindfulness in our day-to-day work.

Learning outcomes — By attending this workshop, you will understand

• Why mindfulness is so important for creativity and innovation.
• How to empathise with your customers and stakeholders to truly understand their needs.
• How mindfulness enhances collaboration.
• How to apply mindfulness practices in your day-to-day work.

This half day interactive workshop provides attendees with an understanding of User Stories within an agile context. During the workshop Lyn will explore the purpose of user stories, when and how to create them and how to manage them through to successful working solutions. You will leave this workshop with a good understanding of how to create, refine and manage user stories and use them effectively.

What you will learn during this workshop:

• Understand the purpose of User Stories
• Understand User Roles and their relevance to stories
• Create and write User Stories
• Refine User Stories using goal decomposition
• How to incorporate Non-functionals into backlogs
• Manage stories through backlog management

So much of software development and customer solution delivery is exploratory, requiring experimentation to solve new problems in areas we know nothing about. Our requirements are not known. They are not waiting to be gathered. They must be discovered. In many cases it may only be possible to determine the cause of a successful effect after the event.

So how do we approach such uncertain situations as Business Analysts?

This session will introduce the Cynefin framework, a model that helps us make sense of different problems, based on their predictability.

It will describe how we as analysts can use it to understand which of our problem areas are complex and how we should respond, embracing this uncertainty.

It will also introduce requirement discovery techniques for problems that no-one yet understands, and how these have been used to discover customer needs in a new loyalty proposition at John Lewis & Partners.

We created 4 stories within the Enterprise Architecture team to show how VRT has to prepare itself to stay relevant the coming years. These 4 stories take into account the upcoming trends, the contract we have with the Belgian government, customer needs and the reality and culture of today.

These stories are clusters of business capabilities, translated in roadmaps by using value streams. Furthermore, these stories are supported by a functional domain model, information model, application en infrastructure architecture to show the impact on the level of: processes, organisation, technology and information.

It sometimes feels like the business world is addicted to “solutions”. Projects are initiated to implement solutions, and teams are mobilised to deliver them. Yet, without a thorough understanding of the problem or opportunity that these ‘solutions’ are aiming to address, can we ever truly know whether we are successful? Throw in a complex stakeholder landscape where different stakeholders have very different perspectives on the problem situation and we have a perfect storm. It is easy to get in an iterative doom-loop where we keep iteratively altering the ‘solution’ but never actually meet the business need…

This can be avoided with robust pre-project problem analysis. In this presentation, you will hear a concise description of a select few practical techniques that can be used to explore and define problems early in the business change lifecycle. With a better understanding of problems, we are much more likely to be able to solve them.

During the presentation you will hear about techniques for:

• Exploring ‘messy’ problem situations
• Understanding different stakeholder perspectives
• Defining what ‘success’ looks like in the context of a problem solving situation

Domain Driven Design is gaining traction in our business. Unfortunately the strategic part is often overlooked, even though it is at the heart of the practice, and is what helps forming a better relationship and understanding between Business, Analysts & Development.

This session will highlight some of the strategic aspects:

• Problem & Solution Space
• Context & Bounded Context
• Context Map
• Ubiquitous Language

They will be illustrated using the current HR domain I'm in : Comparative Selections in government. More precisely , the different meanings of Psychometric Test in the different systems will be explored.

User Stories are everything and everywhere. Stories are defined, listed, broken down, planned, estimated, analysed, elaborated, written, implemented, discarded, versioned, ... Using stories will solve all our problems and make ourselves Agile! ... or so a lot of companies think.

I have seen the concept of a User Story misused too the extreme:

• "We use stories, so we do not need to document anything anymore!"
• "User Stories are just smaller use case documents"
• "If it does not fit the 'As a [role] I can [do something]' - template, it is not a user story!"
• "This is too big to be a story, you should split it."
• "We have 1000 of stories in our backlog, they just bring chaos (and destruction)."

In this interactive and practical talk we elaborate on the history and concept of a user story, what it is and what it is not. We elaborate on the 2 problems that stories solve and the 3 problems stories create (and how to mitigate these). This leads to better insight (stories are for telling) and use (you still need documents).

Oh, and do not get me started on the use of "Epics"…

Key messages:

• Know what stories are and aren't before applying them in practice
• User Stories are for telling
• You still need documents and models to help remember

In recent years, we have evolved from having static, abstract meetings to having more dynamic workshops through the use of visual techniques. This has resulted in us being able to present complex matters more easily, to more readily understand users’ situations and needs, to create common understandings and to facilitate discussions in a more dynamic and interactive manner. During our presentation we will tell you about our journey using concrete examples, explain our techniques and also discuss the advantages and disadvantages.

Key messages:

• We facilitate and create understanding for all the stakeholders using visualization techniques.
• We show our journey in visual techniques (incl. pros and cons).
• We show real live examples and demonstrate during the presentation.

Business Process Management (BPM) and its life cycle activities — design, modelling, execution, monitoring and optimization of business processes — have become a crucial part of business management. Most processes and business process models incorporate decisions of some kind that describe the premises and possible outcomes of a specific situation.

Decisions, however, are often hidden or hard-coded in process flows or activities. Traditional process modeling techniques turn out to be rather inadequate for modelling decisions. DMN (Decision Modeling & Notation) has become a standard for representing and implementing business decisions in real business situations and processes.

This presentation takes you from the secrets behind decision modeling to productive decision management in real business situations and processes.

What you will learn:

• The concepts, objectives and application areas of decision tables for business analysis and business process management.
• Modeling decisions and how they relate to business processes.
• But mainly: lessons from a long experience on how to build, analyze, verify and optimize decision table models according to simple guidelines.

Following the publication of DMN (Decision Model and Notation), decision management has become a hot topic in, but not limited to, Belgium. An increasing number of parties claims to provide services related to decision management. They tend to think that decision management is limited to DMN.

However, decision management is simply a new term for business rules management, a research area that became a business discipline during the 90’s, followed by a similar hype. A lack of knowledge about the discipline being practiced, resulted in a large number of failures, strongly reducing the velocity by which the innovative methodology has been adopted by organizations.

During this session we want to give you a short introduction to decision management; what does it encompass and which benefits can be achieved by organizations. Yet, we also want to show you some of the lurking traps, should decision management be applied incorrectly.

• Decision management encompasses more than DMN alone.
• Don’t be fooled by the simple look of business rules.
• If applied correctly, decision management can be advantageous.

Recently, machine learning algorithms surpass humans intelligence in many areas (go, chess, poker). Operational optimization (logistic, back-office) and customer behaviour predictions (marketing, sales) are some of the top priorities in companies to digitize their business.

But only a few can remember that it all started in Bletchley Park with the need to break the Enigma Code. Without business analysis techniques they probably wouldn’t have succeeded. BA approaches that were used back in the day are still valuable today.

We will present two real (banking sector) cases and their results to demonstrate analytical phases of designing, developing and using predictive analytics models that process customer data daily and recommend actions, based on predefined business rules and decision points in workflows. From Stakeholder Needs aligned with their Value we will show how to build smart predictive algorithms to determine the “next best action” and “preferred channel” in the Context of better CX.

Defined KPI’s measure VALUE daily and enable BA to monitor effectiveness and efficiency continuously, detect potential issues and take necessary corrective actions. In 5 months we increased the VALUE to 450% and needed 16 days to achieve ROI.

Key takeaways:

• Examples of different approaches we have taken to implement valuable predictive analytics solution, including what works and what doesn't
• How BAs can balance between external Customer eXperience view and internal stakeholders need to maximize the value of the project
• Large quantities of data exist, but the value is in analytics, not only the right algorithms that will work, but that they improve CX and add value.
• Approaches to ensure that algorithms and procedures used within project are "good enough"

Data is growing at an exponential pace these days. According to an IBM study 90% of all the world's data has been generated in the last 2 years alone. This offers endless opportunities for organizations to tap into, however reality has it there's lots of room for improvement here. In this session Jack Esselink will discuss the latest developments in data analytics and what pivotal role the Business Analyst can play to leverage data as a strategic asset.

• Why data and analytics matter in these exponential times
• What are the latest developments in the data analytics area (think AI, deep learning etc)
• What steps should a BA take to become proficient in data analytics

An agile approach delivers better solutions faster. With that promise in mind a lot of organizations form agile teams that work with backlogs in 2- or 3 week iterations. It is accepted that here are no immediate results because some time is needed to learn this new approach. However, the attempt to become agile becomes a deception when the benefits still don't show after a while. People fall back into old habits and the agile approach seems to have failed. To prevent this kind of deception a business analyst like you can play an important role. Focus on three key factors when transforming to an agile approach:

• Learn the agile principles and live by them (before using the agile methods and techniques)
• Start small and change slowly.
• Involve the business from the start.

In the presentation I will discuss the agile principles and what they mean for the BA, explain why the transformation should occur slowly and stress the importance of cocreation with the business representatives.

Most Agile practitioners know why we do retrospectives. But do they know why we use post-it’s? A lot of people don’t. This is one example of a hidden layer: the deeper meaning of the Agile techniques. Whenever you consider using or dropping an Agile technique, you have to be sure to know all the consequences, including these hidden layers.

For each of the next 7 hidden layers, we'll talk about techniques to find the hidden layer. Even more importantly, I'll explain some Agile games you can use to feel those hidden layers.

• Safety for introverts - everybody involved
• Team objective & peer pressure
• Comfort zone
• Communication methods
• The physical connection
• Self organising (instead of micro management)
• Flow

In today’s organisations, more and more importance is placed on the need for teams to collaborate to deliver innovative solutions and successful business outcomes. Teams that work effectively together are the key to providing real value to project stakeholders and end customers alike. Close collaboration is required to ensure everyone understands what provides value, as well as recognise what is needed from everyone to achieve the goal. But collaboration is much more than just communication and coordination. And innovation requires new and creative ways of thinking, which is not easy to do.

Mindfulness allows teams to work together with greater cooperation to truly collaborate, overcome difficulties, share ideas, and challenge each other without falling into chaos and conflict. Through mindfulness, teams communicate more effectively, think more clearly and increase creativity that drive innovation. This session will discuss why mindfulness is the essential ingredient for collaboration and how it enables creative thinking.

Learn:

• Why mindfulness is so important for creativity and innovation.
• How mindfulness enhances collaboration.
• How to apply mindfulness practices in your day-to-day work.

Innovation is a bit like eating healthy. Everybody talks about it, but secretly we still prefer our cupcakes and chocolates. Innovation is a real buzzword. But what actions really make a difference? With The Innovation Game you can experience how to make the right, evidence-based decisions for innovation.

During the game your team starts a new company. Your team is the management team of the new company. Of course you want your company to become more innovative. In several rounds your team will be confronted with several decisions you have to make about your company’s culture, teams, employees and processes. But which decisions are actually the good ones for innovation? If you make the right decisions, you’ll be rewarded and you’ll see your company grow. What do you think about a new coffee corner, a power nap room or a jacuzzi at the office? After each challenge you'll receive feedback on why your decision was good or bad for innovation. Everything in the game is backed up by scientific literature. At the end of the game the participants reflect on what they learned and how they could apply that in their daily work.

Large organisations are struggling to make the right decisions for their clients and employees. Implementing service design thinking and doing into these organisations can help them in this process. But how to start and what barriers do we encounter. I would love to share some real insight stories on successes and struggles we went through. And give some examples of how we help organisations in this process. Large governmental organisations, like: the Flemish institution for education (Gemeenschapsonderwijs), the Flemish department for work and social economy, Belgian department for employment and education VDAB, etc.

Since the 50's people have used projects as a way to fund and organize software development. Teams are formed to work on temporary, development-focused projects which are approved though some sort of business case. The entire focus is on output: getting the project done in scope, in time and on budget. The rare project that meets these constraints can however still produce a crappy product: it does not achieve the necessary outcome (benefits to the user).

This is different with a product mindset. The focus is not on the output (getting features out), but on achieving the best possible outcome for the end user. A product mindset focuses on detecting and solving problems, and adapting when new ones emerge. Teams are given problems to solve instead of a list of solutions to implement. Product teams focus on maximizing customer value.

In this talk, I explain why we favor products over projects and delve deeper into the benefits and challenges of a product mindset.

Have you read about the reasons for Apple’s success, or some other highly successful company like that?

Have you thought about using the same tactics in your business?

There are multiple flaws in doing that. We’ll discuss all those flaws based on examples and logics behind them, to have a more rational approach in our businesses and projects, and reduce the likelihood and impact of failures.

In the present, the ongoing globalization process has brought nations closer and borderless economies have emerged. It is essential for a BA to understand not only the economic and political but also the cultural conditions of the stakeholders, users and the team they are collaborating with. Culture is hard to define or measure, but we will try to do it together.

So please, join my session in order to discover the cultural dimensions, strategies and tips on how to build bridges, develop a cross-cultural understanding and the necessary skills in order to collaborate better.

Brief session description:

• Recognize that culture counts: Understand how culture influences and affects businesses and projects;
• Emphasis on the main core elements of cultural dimensions and their characteristics;
• Know yourself & the others: Utilize tools to increase awareness of your cultural profile and business style, but also of your stakeholders/ partners/ colleagues;
• Identify & bridge gaps: Identify different cultures & business practices;
• Tips and tricks: How to be successful in a cross-cultural environment;
• Case study: Management of an IT Outsourcing multinational and cross-cultural company.

The presentation will contain elements from the following fields:

• Business analysis;
• Cross-cultural management
• Business anthropology;
• Cultural studies;
• Communication studies.

So, you’re a Business Analyst. You know how to elicit requirements and analyse them. You are objective about your stakeholders’ needs, understand the project scope, can determine the cost benefit and still things don’t turn out as expected. It could be down to Cognitive Bias.

• Why aren’t people coming up with new ideas in your workshops? Perhaps it’s the bandwagon bias.
• Why is estimating seen as a black art? Blame the planning fallacy and optimism bias.

This session will draw on new ideas coming from fields of psychology, neuroscience and behavioural economics and apply them to Business Analysis. We’ll look at ways to overcome biases and help counter the natural tendencies of our brains.

With collaboration being key to project delivery and organisational success, how we behave as BAs is more important than ever.

It’s time to hold up a mirror up to the BA profession and ask if we like what we see. There are some behaviours and attitudes that we as BAs commonly fall into, and we don’t always consider how these are perceived by others. By considering our behaviours, becoming more self-aware and being genuinely open to giving and getting feedback we can ensure that our behaviours reflect well on the profession and keep the BA role in demand for future generations.

In this session we will discuss:

• Common BAD BA Behaviours
• Improving our self-awareness
• Feedback models and approaches

Come along and share which BAD BA behaviours you have witnessed or perpetrated!

During this session — let's start thinking with our pen. No matter how convoluted a problem may feel in your head — simply pick up a pen and make the first stroke — the rest usually takes care of itself. I bet you will like it!

Visualisation and visual facilitation is a (new) method to make content and process visible in realtime. Be it in presentations, workshops, coaching sessions, trainings and meetings — whenever people engage in dialogue, are working together and want to learn from each other in an impactful way. Bikablo is the brand that opens the door to the world of visual thinking and dialogue.

You are (still) convinced that you are not at all talented and would like to get an intro in how to visualise? You have little experience with visualisation so far and you are looking for an easy way to improve your analysis documentation and make them more clear, attractive, and lively or you want to take your first steps into the world of visual facilitation and storytelling? This session is definitely something you will never forget!

Get an intro about how to Present, Document and Explore Visually — This session will be very interactive and aims at people with all different backgrounds and experience levels (after all visualisation is useful for everybody).

More and more organisations are adopting agile techniques and approaches. Agile adoption brings about changes to processes, approaches and roles, and some BAs can be left wondering where they fit into this new world. Lynda Girvan will discuss what it means to be an Agile BA and how as an Agile BA you can bring value to your organisation through having the right mindset and a comprehensive toolkit.

In her talk, Lynda will discuss:

• What is an Agile BA?
• Lean, system and service thinking
• Shortening the loop from requirement to delivery
• How Agile BAs add value and contribute to development teams

It’s a complex world full of complex problems- organisational change, the income inequality gap and digital transformation just to name a few. 

The conventional way of combatting complexity to solve problems no longer works.  

The great minds of Systemic Design have come together to create a unique and innovative toolkit designed to embrace complexity and change the way that we design solutions. 

The first of its kind, the toolkit is based on academic research and human-centred design expertise. It is also the first to be endorsed by the Systemic Design Association and is truly changing the way that solutions are designed.  

We invite you to come and discover how the Systemic Design Toolkit is driving a democratisation and transformation of the solutions design process for all stakeholders involved.

How do you make a future proof application design?

Well the answer is easy, you don’t. It’s not possible to make an application design that will stay valid forever. Demands change, markets change, business models change, time changes, basically everything changes. So the only real ability that you need to stay alive is the ability to change. And the only way to differentiate is to be able to change faster than the rest.

But how? Well maybe with low-code, come and check it out!

As analysts, it is our duty to create business value by understanding business problems, and by helping with the evaluation and implementation of possible solutions to these problems.

In a quickly changing world, this is not a trivial task. At TMC, we have thought long and hard about the skills any business analyst should possess in order to be successful. In this workshop, we want to explore and refine this roadmap together with you. Together we will decide where to go next with the courses on The Master Channel.

As a bonus, just for helping out, we will choose one person who gets free access to one learning track of his or her own choosing.

Doing strategy the way we always did simply doesn’t work in a constantly changing world; Companies will have to do strategy in a different, more agile way. The 3 following mind shifts are fundamental in embracing a more agile strategy.

• From solutions to … problems and opportunities
• From 1 vision of the future to … multiple visions of the future
• From rigid structures to … agile capabilities

The right way being for the right reason and context using the right procedure(s) UiPath provides ample of support in sharing methods, tooling and best practices to kick- start the preparation and running of RPA projects. Experience based use of this material augmented with our experience, tools and techniques boils down to our own way. The right way?

Relentless focus on the benefit realization within the budget envelope and timing supports the reason for the RPA technology adoption. This in combination with actual and planned other business and IT projects. The benefits we cluster around increased efficiency for individual(s) in specific roles, for the ‘mood’ of a range of individuals (replacing monotone, repetitive, low value-added manipulations killing the ‘mood’ in man-machine context) or pure cash (fast(er) realisation of benefit realisation than using any other possible approach or techniques).

Related to the procedure(s) in each of the 3 steps (preparation, build and run) the must have’s and do’s will be clarified as conditions to reach a successful RPA program.

After the BA team in our company grew from 15 to 40 members, with most of them freshly out of university, and with all of us spread out on different projects, we knew it was critical to develop a place where we could all become closer colleagues, learn from each other and actively work to increase the standard of business analysis practices in our company and wider.

Knowing that practice makes perfect and that it’s better to learn from others’ mistakes, we established a Center of Competence and we want to share with you how we managed to:

• Improve sharing the knowledge within the BA team and increase the quality of BA work.
• Speed up the onboarding of new team members and helping them do their work in the optimal way.
• Nurture the culture of providing constructive feedback.

In an effort to close a gap within the majority of IT companies, I would like to present my vision on Knowledge Management and Knowledge Transfer Processes. With an emphasis on establishing a standardized way to acquire, document and share knowledge throughout a company, I hope to stress the importance of this aspect, especially for a business analyst.

Based upon my personal experience as well as that from colleagues, I will provide an example case on:

• How knowledge management can help companies
• How a thorough knowledge transfer process enables these companies to better staff people, adapt faster to client needs and having new people contribute faster.

The first part of my presentation will elaborate on the knowledge management practice in a company and in particular:

• How to establish a knowledge sharing culture
• What platforms can be used for this knowledge sharing
• Best practices on how to acquire and share knowledge, like through active learning sessions, continuous contributions and attributing time & materials to maintain a knowledge sharing culture.

The second part of my presentation will focus more on knowledge sharing processes and in particular:

• The importance of an organized and uniform knowledge transfer process.
• An elaborate overview of an example that I am working out at my client’s side.
• Lessons learned throughout several missions concerning knowledge transfers.
• A proposition on how a standardized knowledge transfer process can be created.

I will conclude with the possible outcomes of creating a knowledge management culture applied to a few example cases.

As Business Analysts, we play a major role when starting a new idea. In an Agile environment it's not so crucial to gather all requirements upfront but to help the team to identify what's the minimum piece of work that can deliver value as soon as possible.

In this talk, I would like to share my experience as a BA with three different approaches that you can use to start a new idea:

• Agile Inception
• Design Sprint
• Hackweek

For each of those three, you'll learn what they are and when it's best to use each of them. Related to those, I will also focus on the role of a BA (always speaking in 'first person'). Get ready to hear some real-life stories!

When we received a future business process description using a conventional process diagram in order to represent an overview of the requirements for a financial advisory tool, we felt that business analysts did not want us - the user experience specialists - to start with "our" work.

We convinced them to use a series of 3 workshops implementing scenario-based development (tell the story of the process from the users' perspective) and a special design-studio technique (visually brainstorm on most difficult design challenges) to their project procedure.

The result was a more qualified future business process, a deeper understanding of the context of use and a tangible paper prototype, ready to be tested by and with users.

Despite years of efforts to improve the professional approach to developing software systems, many of these projects continue to fail. Investigations into these failures invariably denote poor interactions between humans, both within development teams and with customers and users, as a key factor. Recent evolution in development approaches, like human-centered design and extreme programming, try to address this problem, but until now, an overall view was missing.

In this presentation I integrate these initiatives into a simple model, that arranges six key skills along two axes (customer–team and problem–solution) around communication as a core. Many techniques are available to implement these skills in development teams, so failure will no longer be the usual outcome.

• Soft skills are the ultimate success factor for IT projects.
• Soft skills are not static: everyone can learn and improve their soft skills.
• The 7skills model integrates the most decisive skills and offers many techniques to put them into practice.

The session will focus on the soft skill element that directly impacts performance of a business. This element is none other than the Performer. The principle is, when the performer is, peak performance is. Successful results are an inevitable consequence. A business is moved by performers and not workers, unfortunately, performers are the minority and this presentation will indicate how this is a skill that can be awakened, rather than just a subjective reality of some.

The speaker will present 4 key principles for the inner architecture of a Performer. These are mindfulness based elements that anyone can easily relate with become conscious of. The presentation will highlight the critical determining factor of the presence of the performer, and its corresponding impact on performance and results.

Key messages:

• Establishing the view over oneself as a Performer. (Recognising the obstacles.)
• Clarity of one's role and how does one connect to it.
• Ownership of the results as a trigger of perpetual growth.

A world café is a is a simple, effective and flexible format for hosting large group dialogue.

In a café setting dialogue is prepared in small groups, exploring a topic with an open question or question in several rounds. Afterwards “harvesting” the ideas takes place in a plenary setting. The essence in this methodology lies in the “hosting”: welcoming all possible ideas and make sharing easy by offering a structure and some “café table rules”.

Immersion workshop

Are your meetings, workshops and discussions engaging and invigorating? Do they provide space for good ideas to emerge and flourish?

Conventional structures and habits are often either inhibiting or too loose and not leading to actionable results. Frustrations and the feeling that time and money is being wasted are often a consequence of these approaches.

Collaboration and co-creation approaches like liberating structures and world cafe offer a better way that is designed to include everyone and get to results. Their techniques are practical and easy to learn by design, so that everyone can apply them at every level in an organisation, both in small and large groups. They encourage everyone to contribute and enable you to connect diverse perspectives by encouraging true listening and sharing.

In our immersion workshops, we will not just tell you about these techniques. Rather, you will experience them yourself and learn everything you need to practice them yourself in your own organisation.

Fasten your seatbelts and enjoy the ride!

Tip: Liberating structures in Belgium: info - workshop — Liberating structures in The Netherlands

The goal of this workshop is to have a conversation and deeper thought on what is necessary to make teams high-performing, more productive, thriving! We invite you to reflect on what’s NOT working, before we identify any points of improvement! “Every act of creation is first an act of destruction.”

Immersion workshop

Are your meetings, workshops and discussions engaging and invigorating? Do they provide space for good ideas to emerge and flourish?

Conventional structures and habits are often either inhibiting or too loose and not leading to actionable results. Frustrations and the feeling that time and money is being wasted are often a consequence of these approaches.

Collaboration and co-creation approaches like liberating structures and world cafe offer a better way that is designed to include everyone and get to results. Their techniques are practical and easy to learn by design, so that everyone can apply them at every level in an organisation, both in small and large groups. They encourage everyone to contribute and enable you to connect diverse perspectives by encouraging true listening and sharing.

In our immersion workshops, we will not just tell you about these techniques. Rather, you will experience them yourself and learn everything you need to practice them yourself in your own organisation.

Fasten your seatbelts and enjoy the ride!

Tip: Liberating structures in Belgium: info - workshop — Liberating structures in The Netherlands

Ritual Dissent is a workshop method designed to rapidly test and enhance proposals, stories, ideas or whatever by subjecting them to ritualised dissent (challenge) or assent (positive alternatives). Your idea is being discussed and challenged by a group of peers while you are facing away from the group, thereby depersonalising feedback, forcing you to listen and preventing you from participating in the discussion to defend your idea.

Immersion workshop

Are your meetings, workshops and discussions engaging and invigorating? Do they provide space for good ideas to emerge and flourish?

Conventional structures and habits are often either inhibiting or too loose and not leading to actionable results. Frustrations and the feeling that time and money is being wasted are often a consequence of these approaches.

Collaboration and co-creation approaches like liberating structures and world cafe offer a better way that is designed to include everyone and get to results. Their techniques are practical and easy to learn by design, so that everyone can apply them at every level in an organisation, both in small and large groups. They encourage everyone to contribute and enable you to connect diverse perspectives by encouraging true listening and sharing.

In our immersion workshops, we will not just tell you about these techniques. Rather, you will experience them yourself and learn everything you need to practice them yourself in your own organisation.

Fasten your seatbelts and enjoy the ride!

Tip: Liberating structures in Belgium: info - workshop — Liberating structures in The Netherlands

“You cannot cross the sea merely by standing and staring at the water.”

Trigger BIG change by starting small with ‘15% Solutions’

The goal of the closing workshop is to let you think back, reflect upon your learnings of the day; and to give you space & time to formulate your own 15% solution. Where do you have discretion and freedom to act? What can you do without more resources or authority?

Immersion workshop

Are your meetings, workshops and discussions engaging and invigorating? Do they provide space for good ideas to emerge and flourish?

Conventional structures and habits are often either inhibiting or too loose and not leading to actionable results. Frustrations and the feeling that time and money is being wasted are often a consequence of these approaches.

Collaboration and co-creation approaches like liberating structures and world cafe offer a better way that is designed to include everyone and get to results. Their techniques are practical and easy to learn by design, so that everyone can apply them at every level in an organisation, both in small and large groups. They encourage everyone to contribute and enable you to connect diverse perspectives by encouraging true listening and sharing.

In our immersion workshops, we will not just tell you about these techniques. Rather, you will experience them yourself and learn everything you need to practice them yourself in your own organisation.

Fasten your seatbelts and enjoy the ride!

Tip: Liberating structures in Belgium: info - workshop — Liberating structures in The Netherlands

Are your meetings, workshops and discussions engaging and invigorating? Do they provide space for good ideas to emerge and flourish?

Conventional structures and habits are often either inhibiting or too loose and not leading to actionable results. Frustrations and the feeling that time and money is being wasted are often a consequence of these approaches.

Collaboration and co-creation approaches like liberating structures and world cafe offer a better way that is designed to include everyone and get to results. Their techniques are practical and easy to learn by design, so that everyone can apply them at every level in an organisation, both in small and large groups. They encourage everyone to contribute and enable you to connect diverse perspectives by encouraging true listening and sharing.

In this workshop, we will not just tell you about these techniques. Rather, you will experience them yourself and learn everything you need to practice them yourself in your own organisation.

Fasten your seatbelts and enjoy the ride!

Tip: Liberating structures in Belgium: info - workshop — Liberating structures in The Netherlands

Imagine your business stakeholder has an idea. In a classic approach, you help create a business case, with lots of information that is based on, honestly, assumptions. Because even with the best of intentions and a detailed up front analysis, we cannot exactly predict the future.

In an agile approach, we accept there’s a lot we don’t know up front. So how do we (help) estimate the project? What’s the agile alternative for following up on scope, time and cost? How can we stay in control without sacrificing flexibility and responsiveness to changes? And what is the BA’s role in all this?

Together with Damien, we will discover that agile is not in contradiction with scope management, budgeting and control. Rather, it can lead to more transparency and visibility, and help us get to better business decisions more easily.