Proud to bring inspirational speakers from across the globe
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David J. Anderson

CEO @Mauvius Group

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¨Flow is the wicked pursuit of soulless zombies¨, Aristotle**

Achieving smooth flow of work is a necessary capability, a step on an improvement journey, but without purpose, it is without meaning, and without an understanding of a virtuous outcome, it is never ending. Without realization of a virtuous outcome it is the wicked work, of those who toil without purpose. Flow in and of itself is without soul.


To inject soul into your organization, you must lead with purpose, there must be meaning to work. To understand whether your toil is virtuous, you must have a definition of a satisfactory outcome - your flow must produce service delivery that is fit-for-purpose. Together the Kanban Maturity Model and the Fit-for-Purpose Framework can help you define purpose, understand virtue, and put soul into your organization.


** Aristotle didn´t actually say this, I am paraphrasing from Plato´s Republic Book 4, and Aristotle´s De Anima

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Matthew Philip

Senior Agile Consultant

@ Accenture

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Metrics at Every (Flight) Level

Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?

Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.


In this session, attendees will learn:

  • How to introduce flight levels, truly making all work visible and aligning all work to highest-level strategy

  • How to invite and engage stakeholders beyond the “target” for transformation, such as business and human resources

  • How to use three dimensions of metrics —Delivery Aspect, Perspective and Level — to support the work of Flight Levels

  • How to respectfully and sustainably reduce organizational work in progress in order to focus on accomplishing the most important organizational goals

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Zuzana Sochova

Agile & Enterprise Coach 

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Agile Leadership

In order to change organization, leaders have to change first. Be one of them and turn your organization into the successful Agile organization.


Organizations are constantly evolving, they change their structures, processes, and rules. Last decade they’ve been changing into Agile, and surprisingly despite all the effort and money they put into transformation, they’ve been often failing. The same way as culture follows an organization, the culture follows leaders. Companies were trying to break that rule for years and change the culture without changing leadership style. Nowadays this rule seems to win and organizations are moving towards different leadership styles and surprisingly becoming successful. In order to change organization, leaders have to change first. Be one of them and turn your organization into a successful Agile organization.


  • Understand the culture model, how the two halves of mindset and structure are wired together and what are the implication of that for the leader.

  • Learn how the culture mirrors the leadership style.

  • Raise awareness of Agile Leader competences and metaskills.

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Feedback and the Story of Phineas Guage

Unlike other maturity models, the KMM isn’t about classifying enterprise maturity, it’s a contextual playbook of practices: guidance on what to do next. We’ll show how the KMM provided essential guidance to improve productivity at a SaFE shop


The KMM became an essential tool for sorting out which changes to push. When we put our ideas of process change in the context of the KMM, it became clear why what seemed like the most obvious changes would likely turn out to be too-much-too-soon. We resisted our instincts and turned to practices suggested by the model that were more appropriate to our reality and more likely to result in a meaningful and persistent improvement.

In this talk, we’ll take you through how we used the KMM behind enemy lines to help a SaFE shop get better, despite their best efforts to screw up the works.

Michael Godeck

Chief Technology Officer

 @Value Factory

Anna Radzikowska

Product Manager  

@Mauvius Group

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Cunning Kanban. How did Kanban Method help you in #coronaworld?

Coronavirus changed our world. But it was (is) also a chance to observe, how people try to organize a new reality using well-known method. And they don’t even know they use it! What method, you ask? Kanban Method, of course!

Do you remember the day when you have learned about Covid-19? Can you recall a moment, when your government had to take difficult decision to deal with a crisis? Or maybe it was you, who decided to do something and (re)organize your life? No matter who did it first, I bet you might have observed introduction of a well-known method to make your life simpler over these, not that easy, days. What method, you ask? Kanban Method, of course!


You do not need to experience corona-crisis to allow Kanban for changing your life and work for better. And even if a change does not happen overnight, a Kanban-driven improvement does! I will show you the way you, your friends, and multiple companies have already applied Kanban not even realizing that! So, why should you stop here, if you proved it works?

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Mahesh Singh 

General Manager

@Digite, Inc

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Kanban Success with Portfolio and Upstream Kanban

In spite of being evolutionary, organizations have struggled to implement Kanban for the same reasons as other Agile methods, such as culture, leadership buy-in and change management.

There are many reasons why Kanban has been successful in organizations – from its original promise of evolutionary (non-disruptive) change management to improving teams’ agility in terms of lead time, throughput and flow, to helping organizations balance their capacity with the demand on their services.

However, in spite of these benefits, Kanban coaches and practitioners have struggled to implement Kanban for some of the same challenges that earlier Agile methods have faced, including organization culture, leadership buy-in and organizational change management.

Over the last 2 years, based on the experience with some of our customers, two factors have emerged as real catalysts to successful – sticky, enterprise-wide – implementation of Kanban in the organization. These are Portfolio Kanban and Upstream Kanban.

In this session, I will present what these two techniques mean, how to implement them, how our customers as well as we ourselves at Digité have implemented them, and how they have contributed significantly to Kanban’s success

Justyna Pindel

Kanban Practitioner 

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Kanban Compass: in the Direction of Team-Driven Change

Welcome to MarAvel.inc where missed deadlines, blaming others, overloaded systems, disappointed stakeholders, firefighting, and superhero work culture is just business as usual.

Join the quest of learning and discover how STATIK, Training from the Back of the Room, and Accelerated Learning can assist you while introducing Kanban to tired teams.

My session will guide you through:

  • a story about an anti-Kanban team and their system discovery process.

  • an introduction to the basic concepts of Training from the Back of the Room (TBR) and Systems Thinking Approach to Introducing Kanban (STATIK).

  • a step by step guide on how to design or redesign workshops to maximize learning opportunities for attendees.

Start your Kanban adventure now. Take your time and use your newly gained knowledge to cope with your training challenges.

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Alex Sloley

Agile Coach Facilitator 

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Toby V Rao

Enterprise Agile Coach


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Clarke Ching

Chief Productivity Officer

 @Agile plus ToC

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Oana Juncu

Agile Leadership

 @ cOemerge

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Teodora Bozheva

Co-Author of KMM

CEO @Berriprocess Agility

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Klaus Leopold

Flight Levels Guide

@Flight Levels Academy

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Cansel Sörgens

OKR Coach

@Shop Apotheke

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Dammit Jim, I’m an Agile Coach, not a …!

Just what exactly does an Agile Coach do? Coaches, with some variation, would be fairly consistent in how we perceive our role. However, some companies or orgs or people probably interpret the role of the Agile Coach in ways that coaches never intended.

Agile Coaches are continually asked and challenged to do work that represents the existing culture of the org they are working within. Some of these activities directly conflict with the values of Agile and support unhealthy cultures. Agile Coaches need to be aware of the scope of their role and how they can defer work that doesn’t support or nurture an Agile culture.

Let’s explore some of the things that Agile Coaches have been asked to do! Are these antipatterns? Doing what needs to be done? This session will delve into the topic of the role of the Agile Coach and highlight potential challenges and possible solutions

Let’s demystify the role of an Enterprise Agile Coach! 

Abstract The mission of Enterprise Agile coaches is to transform an entire organization through agility for better business outcomes. The role of an ‘Enterprise Agile Coach’ is not well defined nor understood. Many perceive it is a great sounding and fancy title that looks great on one’s LinkedIn profile and resumes. In fact, many folks actually put it as their title, without really understanding what the role means.

Do you know what the Job Title/Role ‘Enterprise Agile Coach’ means?

• How is it different than an ‘Agile Coach?

• What does the role entail?

• What skills, traits, experience, and qualifications are needed?

• Can my organization benefit from Enterprise agile coaching

If you’d like to get answers to these questions - Please join Toby Rao for a fun, interactive, and informative discussion.

Business Not Engaged? Let’s Fix That.

If you’re agile team is fast, but it’s going in the wrong direction because your “customers” aren’t engaged, then you’ll find this session fascinating and useful. The problem isn’t motivation or politics ... it’s something else and it’s far easier to fix than you think.

Clarke Ching wrote the amazon best-sellers Rolling Rocks Downhill and The Bottleneck Rules. Rolling Rocks Downhill teaches 3 things: the fundamentals of Agile combined with ToC; how to use those fundamentals to deliver big projects faster and on time; and how to deliver quietly huge transformations. The Bottleneck Rules takes the lessons from Goldratt’s Theory of Constraints out of the factory and makes them accessible for everyone. It’s been featured in The Guardian newspaper and The Spectator magazine. It was one of Barbara Oakley’s top 10 books of 2019. It was the #2 best-selling Leadership book on amazon.com, just behind Steven Covey’s 7-habits book.

Clarke has been Agile / Lean / ToC expert in: GE Energy, Dell, Royal London (life insurance & pensions), Gazprom and Standard Life Aberdeen among other organizations. He is the past Chairperson of Agile Scotland. He is a lecturer at Victoria University School Of Management in New Zealand where he now lives.Today he is the founder and Chief Productivity Officer of Odd Socks Consulting.

On Ego, Fear, Power and... Leadership

Whether you are an Agile Coach, an Agile transformation facilitator or a Scrum Master, did it happen to you to feel frustrated because the change you wanted to see was not the change that was taking place? Did you ever think that the values and principles you promoted had not the desired echo? Did you ever felt the pressure to succeed a transformation, while people had other operational priorities? If you are a manager, did you feel excited by a more collaborative way of working, then felt lost because your hierarchy hase the same “old ways” type of expectations form you?

If you ever felt this way, this session invites you to explore another path toward leadership, a path that I believe helpful either for coaches, facilitators, and managers, the path of the servant leader, who I’d rather call “leader at service”.

The challenge of a “leader at service” posture is the letting go of our own fears, our ego and eventually, our own involvement in power games, therefore we will discover together, from a systemic point of view, how our own fears may reinforce our ego and may push us in group power dynamics. The “Human Element” model created by William Schulz will be used to explore the root causes of fears and how we can address them. As a bonus Robert Greenleaf’s Servant Leadership principles may be also mentioned as a support.

From Agile Teams to a Resilient Organization

You believe that an agile way of thinking and working will benefit your organization and business. You did a good job convincing the Management of your company that this is the right approach. Running a few pilots was the next positive achievement – the teams were motivated and enjoyed the experience of using visual kanban boards, making daily meetings and getting to realize that as a team they are able to achieve greater results. Now you are in charge of scaling the solution to the entire enterprise. Exciting challenge!


However, your team and you start seeing that some teams go in different directions (towards different goals); visualizing the end-to-end processes is not embraced by all managers; although everyone is talking about customer orientation, the real focus is on maximizing the productivity (occupation) of the individuals. How do you make your organization see that they can evolve to greater agility without drastic structural changes? What steps should you make to increase the confidence of your company in the approach you propose?


How could you motivate the organization to keep evolving when they are happy with their achievement and do not see further improvement? If questions like these awake you in the nights, join me in this presentation.

The Organisation's Missing Link to Business Agility

Flight Levels take off - literally. More and more organisations are moving away from local agile sub-optimisation. They are using Flight Levels as a method to enable the entire organisation to act agile in the market. In this session, I will present how you can use Flight Levels to implement the corporate strategy so that you can make sure that the organisation focuses on outcomes and not just outputs.

Scrum ve/veya Kanban uyguluyorsak OKR’a ne gerek var?

Konu OKR’a gelince en çok sorulan sorulardan biri de OKR’ın Scrum ve/veya Kanban ile beraber nasıl uygulanabileceğine dair. “OKR Scrum/Kanban yerine mi yapılıyor?” “Scrum ve/veya Kanban uyguluyorsak OKR’a ne gerek var?“ “Scrum/Kanban ile OKR beraber nasıl işliyor?”

Benim tavsiyem, ekipleri hızlı bir şekilde teslim eden bir “Feature Factory” olarak görüyorsanız OKR uygulamaktan vazgeçmeniz.

Ama ekiplerin etkililiğini arttırmak, ekiplerin kendi aralarında ve diğer birimlerle hizalanmasını sağlamak ama yine de otonomilerini korumalarını istiyorsanız OKR ile ilgilenmeye başlamanın zamanı gelmiş demektir.

Bu sunumda OKR’in Scrum ve Kanban ile beraber nasıl uygulanabileceğine dair fikirlerimi paylaşmak istiyorum.


First Accredited Kanban Trainer in Turkey since 2013

Experienced Second Accredited Trainer for Non- IT in 2020

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Mail: hello@flowconf.com

Phone: +90 506 388 03 46

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© Flow Conference 2020 organized by Agile Kanban İstanbul 

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