Easy Agile Podcast Ep.8 Gerald Cadden Strategic Advisor & SAFe Program Consultant at Scaled Agile Inc.

"That's a wrap on Agile2022! It was great to be able to catch up with so many of you in the agile community in-person!" - Tenille Hoppo

This bonus episode was recorded LIVE at Agile2022 in Nashville!

The Easy Agile team got to speak with so many amazing people in the agile community, reflecting on conference highlights, key learnings, agile ceremonies + more!

Thanks to everyone who stopped by the booth to say G’Day and enjoyed a Tim Tam or two ;)

Huge thank you to all of our podcast guests for spending some time with us to create this episode!

• Cody Wooten
• Gil Broza
• Maciek Saganowski
• Lindy Quick
• Carey Young
• Leslie Morse
• Dan Neumann
• Joseph Falú
• Kai Zander
• Avi Schneier
• Doug Page
• Evan Leybourn
• Jon Kerr
• Joshua Seckel
• Rob Duval
• Andrew Thompson

Transcript

Caitlin:

Hi, everyone. Well, that's a wrap on Agile 2022 in Nashville. The Easy Agile team is back home in Australia, and we spent most of our journey home talking about all of the amazing conversations that we got to have with everyone in the Agile community. It was great catching up with customers, partners, seeing old friends, and making lots of new ones. We managed to record some snippets of those amazing conversations, and we're excited to share them with you, our Easy Agile Podcast audience. So enjoy.

Maciek:

[inaudible 00:00:26].

Tenille:

Maciek, thanks so much for taking time with us today.

Maciek:

No worries.

Tenille:

[inaudible 00:00:30], can you let us know what was the best thing you've learned this week?

Maciek:

Oh, that was definitely at Melissa Perri's talk. When she talked about... Like, to me, she was talking about slowing down. And what we do in Agile, it's not just delivery, delivery, delivery, but very much learning and changing on things that we already built, and finding out what value we can give to customers. Not just ship features, it's all about value. That's what I learned.

Tenille:

That's great. Thank you. So what do you think would be the secret ingredient to a great Agile team?

Maciek:

Humility. Somehow, the team culture should embrace humility and mistakes. And people should not be afraid of making mistakes, because without making mistakes, you don't learn. That's what I think.

Tenille:

So what would be, I guess, if there's one Agile ceremony that every team should do, what do you think that might be?

Maciek:

For sure, retro, and that comes back to the mistakes and learning part.

Tenille:

Yeah. Fantastic.

Maciek:

No worries.

Tenille:

That's great. Thanks so much for taking time.

Maciek:

Okay. Thank you.

Tenille:

Cheers.

Gil:

[inaudible 00:01:42].

Caitlin:

Gil:, thank you so much for chatting with us. So we're all at Agile 2022 in Nashville at the moment. There's lots of interesting conversations happening.

Gil:

Yes.

Caitlin:

If you could give one piece of advice to a new forming Agile team, what would it be?

Gil:

It would be to finish small, valuable work together. It has a terrible acronym, FSVWT. So it cannot be remembered that way. Finish small, valuable work together. There's a lot of talk about process, working agreements, tools. This is all important, but sometimes it's too much for a team that's starting out. And so if we just remember to finish small valuable work together, that's a great story.

Caitlin:

Yeah, I love that. And you were a speaker at conference?

Gil:

Yes.

Caitlin:

Can you give our audience a little bit of an insight into what your conversation was about?

Gil:

What happens in many situations is that engineering or development doesn't really work collaboratively with product/business. And instead, there is a handoff relationship. But what happens is that in the absence of a collaborative relationship, it's really hard to sustain agility. People make a lot of one-sided assumptions. And over time, how decisions get made causes the cost of change to grow, and the safety to make changes to decrease. And when that happens, everything becomes harder to do and slower to do, so the agility takes a hit. So the essence of the talk was how can we collaboratively, so both product and engineering, work in ways that make it possible for us to control the cost of change and to increase safety? So it's not just collaboration of any kind. There are very specific principles to follow. It's called technical agility, and when we do that, we can have agility long-term.

Caitlin:

Great. I love it. Well, thank you so much and I hope you enjoy the rest of your time at the conference.

Gil:

Thank you.

Caitlin:

Great. Thank you.

Tenille:

Hi, Tenille here from Easy Agile, with Josh from Deloitte, and we're going to have a good chat about team retrospectives. So Josh, thank you for taking the time to have a good chat. So you are a bit of an expert on team retrospectives. What are your top tips?

Josh:

So my top tips for retrospective is first, actually make a change. Don't do a lessons observed. I've seen lots of them actually make a change, even if it's just a small one at the end. The second, and part of that, is make your change and experiment. Something you can measure, something that you can actually say yes, we did this thing and it had an impact. May not be the impact you wanted, but it did have some kind of impact. The second tip is vary your retrospectives. Having a retrospective that's the same sprint after sprint after sprint will work for about two sprints, and then your productivity, your creativity out of the retrospective will significantly reduce.

Tenille:

That's an excellent point. So how do you create [inaudible 00:05:03]?

Josh:

Lots and lots of thinking about them and doing research and using websites like TastyCupcakes, but also developing my own retrospectives. I've done retrospective based on the Pixar pitch. There's six sentences that define every Pixar movie. Take the base sentences, apply them to your sprint or to your PI and do a retro, and allow the team that creativity to create an entire movie poster if they want to. Directed by [inaudible 00:05:34], because it happens. People get involved and engaged when you give them alternatives, different ways of doing retrospectives.

Tenille:

That's right. So for those teams that aren't doing retrospectives at the moment, what's the one key thing they need to think about that you... What's the one key thing you could tell them to encourage them to start?

Josh:

If you're not doing retrospectives, you're not doing [inaudible 00:05:54]. So I shouldn't say that. But if you're not doing retrospectives, if you truly believe that you have absolutely nothing to improve and you are 100% of the best of the best, meaning you're probably working at Google or Amazon or Netflix, although they do retrospectives. So if you truly believe that you are the equivalent of those companies, then maybe you don't need to do them, but I'm pretty sure that every team has something they can improve on. And acknowledging that and then saying, how are we going to do that? Retrospective's a very fast, easy way to start actually making those improvements and making them real.

Tenille:

Fantastic. Great. Thanks so much for taking the time to chat to us briefly about retrospectives.

Josh:

Thank you.

Caitlin:

We're here with Leslie, who is the president of women in Agile. Leslie, there was an amazing event on Sunday.

Leslie:

Yes.

Caitlin:

Just talk to us a little bit about it. What went into the planning? How was it to all be back together again?

Leslie:

It was amazing to have the women in Agile community back together, right? Our first time since 2019, when everyone was together in Washington DC for that event. The better part of six or seven months of planning, we had about almost 200 people in the room. Fortunately, we know the [inaudible 00:07:10] of what these women in Agile sessions that we do, part of the Agile Alliance conferences every year, right? We've got a general opening. We've got a great keynote who is always someone that is adjacent to the Agile space. We don't want to just like... We want to infuse our wisdom and knowledge with people that aren't already one of us, because we get all of the Agile stuff at the big conference when we're there.

Leslie:

So that part, we always have launching new voices, which is really probably one of my most favorite women in Agile programs. Three mentees that have been paired with seasoned speakers, taking stage for the first time to share their talent and their perspective. So that's really great. And then some sort of interacting networking event. So that pattern has served us really well since we've been doing this since 2016, which is a little scary to think it's been happening that long. And it's become a flagship opportunity for community to come together in a more global fashion, because the Agile Alliance does draw so many people for their annual event.

Caitlin:

Yeah, for sure. Well, it was a great event. I know that we all had a lot of fun being there. What was your one key takeaway from the event?

Leslie:

I'm going to go to [inaudible 00:08:14] interactive networking that she did with us, and really challenging us to lean into our courage around boundaries and ending conversations. We don't have to give a reason. If some conversation's not serving us or is not the place that we need to be for whatever reason, you absolutely have that agency within yourself to end that conversation and just move on. I love the tips and tricks she gave us for doing that well.

Caitlin:

Yes, yes, I love that too. That's great. Well, thank you so much. Appreciate it.

Leslie:

Yeah. Thanks for having me.

Tenille:

Hi, Evan. How are you?

Evan:

Very good.

Tenille:

That's good. Can you please tell me what's the best thing you learned today?

Evan:

The best quote I've got, "Politics is the currency of human systems." Right?

Tenille:

Wow.

Evan:

So if you want to change a human system, you got to play the politics.

Tenille:

Fantastic.

Evan:

Which feels crappy, but-

Tenille:

It's the way it is.

Evan:

... that's the way it is.

Tenille:

[inaudible 00:09:07]. Okay, next question. What is the Agile ceremony that you and your team can't live without?

Evan:

Retrospective. With the retrospective, you can like create everything else.

Tenille:

Fantastic. That's really good. And what do you think is probably the key ingredient to a good retrospective?

Evan:

Oh, trust. Trust requires respect. It requires credibility. It requires empathy. So trust is like that underpinning human capability.

Tenille:

Yeah. Fantastic. Thanks very much.

Evan:

Thank you.

Tenille:

Yes.

Caitlin:

Right. We're here with Cody from Adfire. So Cody, how you enjoyed the conference so far?

Cody:

I'm really loving the conference. It's been awesome. To be honest, when we first got here, it seemed maybe a little bit smaller than we thought, but the people here's been incredible, highly engaged, which was always great. And plus, a lot of people are using Jira and Atlassian. So lot of big points.

Caitlin:

Win-win for both, huh?

Cody:

Yeah. Always, always, always.

Caitlin:

Very good.

Cody:

Yeah.

Caitlin:

Lots of interesting talks happening. Have you attended any that have really sparked an interest in you? What's [inaudible 00:10:15]-

Cody:

Yeah. I can't remember any of the talk names right off the top, but they've all been incredibly insightful. Tons of information. It seems like there's been a topic for everything, which is always a great sign and stuff like that. So my notes, I have pages and pages and pages of notes, which is always a good sign.

Caitlin:

Yeah, that's [inaudible 00:10:34].

Cody:

So I'm I have to go back and [inaudible 00:10:35] again.

Caitlin:

Yes.

Cody:

But it's been incredible and the talks have been very plentiful, so yeah.

Caitlin:

Good. Good. And what is the one key takeaway that you are looking forward to bringing back and sharing with the team?

Cody:

Well, I think one of the key takeaways for us was that... I talked about the engagement that everybody has, but one thing that's been incredible is to hear everybody's stories, to hear everybody's problems, their processes, all of that stuff. So all of that information's going to be a great aggregate for us to take back and create a better experience with our product and all that good stuff. So yeah.

Caitlin:

For sure. I love it. Now, I have one last question for you. It's just a fun one. It's a true or false. We're doing Aussie trivia. Are you ready for this one?

Cody:

Okay.

Caitlin:

Okay.

Cody:

Hopefully.

Caitlin:

So my true or false is, are Budgy Smugglers a type of bird?

Cody:

Are buggy smugglers-

Caitlin:

Budgy Smugglers.

Cody:

Budgy Smugglers.

Caitlin:

A type of bird.

Cody:

True.

Caitlin:

False. No.

Cody:

What are they?

Caitlin:

Speedos.

Cody:

Yeah. Well, I've got some of those up there in my luggage. So I'll bring the budgys out now.

Caitlin:

With your Daisy Dukes.

Cody:

Exactly. Exactly.

Caitlin:

Yeah. And cowboy boots, right?

Cody:

Yeah.

Caitlin:

Well, thank you so much.

Cody:

Thank you.

Caitlin:

Very appreciate it.

Cody:

Yeah. Thank you.

Tenille:

Doug, how are you?

Doug:

I'm great. Thank you.

Tenille:

Awesome. Well, tell me about, what's the best thing you've learned today?

Doug:

I think learning how our customers are using our products that we didn't even know about is really interesting.

Tenille:

That's amazing. Have you had a chance to get out to many of the sessions at all?

Doug:

I actually have not. I've been tied to this booth, or I've been in meetings that were already planned before I even came down here.

Tenille:

[inaudible 00:12:01].

Doug:

Yeah.

Tenille:

That's good. So when you're back at work, what do you think is probably the best Agile ceremony that you and your team can't live without?

Doug:

I think what I'm bringing back to the office is not so much ceremony. It's really from a product perspective. I work in product management. So for us, it's how we can explain how our product brings value to our customers. So many lessons learned from here that we're really anxious to bring back and kind of build into our value messaging.

Tenille:

Fantastic.

Doug:

Yeah.

Tenille:

Thanks. That's great. Thanks very much.

Caitlin:

He was one of the co-authors of the Agile Manifesto. Firstly, how are you doing in conference so far?

John:

Well, working hard.

Caitlin:

Yeah, good stuff.

John:

Enjoying Nashville.

Caitlin:

Yeah. It's cool, isn't it? It's so different from the [inaudible 00:12:46] what's happening.

John:

Yeah. It's good. Yes. It's nice to see a lot of people I haven't seen in a while.

Caitlin:

Yeah. Yeah.

John:

And seeing three dimensional.

Caitlin:

Yes. Yeah, I know. It's interesting-

John:

It's there-

Caitlin:

... [inaudible 00:12:54] and stuff happening.

John:

Yeah, IRL.

Caitlin:

Lots of interesting [inaudible 00:13:01] that's happening. Any key takeaways for you? What are you going to take after to share with the team?

John:

Oh, well, that's a good question. I'm mostly been talking with a lot of friends that I haven't seen in a while. [inaudible 00:13:14].

Caitlin:

Yes.

John:

And since I've only been here a couple days, I haven't actually gone for much, if anything. To be frank.

Caitlin:

I know. Well, we're pretty busy on the boots, aren't we?

John:

Yeah. Yeah. But certainly, the kinds of conversations that are going on are... I was a little bit worried about Agile. Like, I don't want to say... Yeah, I don't want to say it. But I don't want to say, Agile's becoming a jump turf.

Caitlin:

Yes.

John:

But I think there's a lot of people here that are actually really still embracing the ideals and really want to learn, do and practice [inaudible 00:14:00].

Caitlin:

Yeah.

John:

So I'm frankly surprised and impressed and happy. There's a lot. If you just embrace more of the manifesto, and maybe not all of the prescriptive stuff sometimes, and you get back to basics. [inaudible 00:14:22]-

Caitlin:

Yeah. So let's talk about that, the Agile Manifesto that you mentioned. Embracing that. What does embracing mean? Can you elaborate on that a bit more? So we know we've got the principles there. Is there one that really stands out more than another to you?

John:

Well, my world of what I was doing at the time, and I'd done a lot of defense department, water haul, and built my own sort of lightweight process, as we call it before Agile. So to me, the real key... This doesn't have the full-

Caitlin:

Full manifesto, yeah.

John:

But if you go to the website and read at the top, it talks about like we are uncovering ways by doing, and I'm still learning, still uncovering. And I think it's important for people to realize we really did leave our ego at the door. Being humble in our business is super important. So that might not be written anywhere in the principles, but if the whole thing at the preamble at the top, and the fact that we talk about how we value those things on the blog versus the whole... There's a pendulum that you could see both of those things collide. That, in my opinion, one the most important trait that we should exercise is being humble, treating things as a hypothesis. Like, don't just build features [inaudible 00:15:58] bottom up, how do you seek up on the answers, that's what I want people to takeaway.

Caitlin:

That's great. That's great advice. Well, thank you so much, John. Appreciate you taking the time to chat with us.

John:

You're welcome, Caitlin.

Caitlin:

Yeah. Enjoy what's [inaudible 00:16:11].

John:

Thank you.

Caitlin:

Thank you.

John:

[inaudible 00:16:13] tomorrow.

Caitlin:

All right.

Tenille:

Abukar, thanks for joining us today. Can I ask you both, what do you think is the best thing you've learned today?

Avi:

Best thing I've learned?

Tenille:

Yeah.

Avi:

That's a really interesting one. Because I'm here at the booth a lot, so I'll get to attend a lot of things. So there were two things I learned that were really important. One, which is that the Easy Agile logo is an upside down A, because it means you're from Australia. So it's down under. And then the second most important thing I learned about today was we were in a session talking about sociocracy, and about how to make experiments better with experiments, which sounded a little weird at first, but it was really all about going through like a mini A3 process. For those of you listening, that's something that was done to Toyota. It's a structured problem solving method, but instead of going [inaudible 00:17:02] around it and going through the experiment, going around two or three times and then deciding that's the right experiment you're going forward.

Tenille:

Thank you. How about your time?

Kai:

I've been at the booth most of the time, but from that you meet a lot of people all over the world. And we really have like one thing in common, which is wanting to help people. And it's really been nice to be in a room of people if they're at the beginning of their journey or their really seasoned, that their motivation is just to really empower others. So it's been really nice to be around that kind of energy.

Avi:

We've really learned that our friends from Australia are just as friendly up here as you are on the other side. I feel when you come on this side, you get mean, but it turns out you're just as nice up here too.

Tenille:

Well, it depends how long you've been on flight.

Avi:

Oh, exactly.

Tenille:

[inaudible 00:17:44], we're okay.

Kai:

Yeah.

Avi:Abukar:

Exactly. Good.

Tenille:

All right. One more question here.

Avi:

Sure.

Tenille:

What do you think is the secret ingredient for a successful team?

Avi:

What do I think the secret? Oh, that's a really good question. That's a-

Kai:

He's the best one to answer that question.

Avi:

That's a little longer than a two-second podcast, but I'll tell you this. It may not be psychological safety,-

Tenille:

Okay.

Avi:

... just because Google said that and Project Aristotle show that. I think to have a really, really successful team, you need a really skilled scrum master. Because to say that the team has psychological safety is one ingredient, it's not the only ingredient. A strong scrum master is someone who's really skilled to create that psychological safety, but also help with all the other aspects of getting ready to collaborate and coordinate in the most positive way possible. Plus, searching for... Her name is Cassandra. On Slack, she calls herself Kaizen. You get it? It's a joke. But that's the whole thing is that a really skilled scrum master helps the teams find the kaizens that they need to really get to become high performing. So psychological safety is an enabler of it, but that doesn't mean it creates the performance. It's an ingredient to make it happen.

Tenille:

Fantastic.

Kai:

There's no better answer than that one. Let's do exclamation.

Tenille:

Excellent. Thanks very much for taking the time.

Avi:

Thank you so much.

Kai:

Of course.

Hayley:

We're here with Carey from Path to Agility. Carey, what have you been really loving about this conference?

Carey:

I think I've loved the most about this conference so far is the interaction with all the people that are here. It's really nice to get together, meet different folks, network around, have the opportunity to see what else is out there in the marketplace. And then, of course, talk about the product that we have with Path to Agility. It's a wonderful experience to get out here and to see everybody. And it's so nice to be back out in person instead of being in front of a screen all the time.

Tenille:

Yeah, absolutely. Have you had a chance to get to many of the sessions?

Joseph:

I've tried to as much as I can, but it's also important to take that time to decompress and let everything sink in. So here we are having fun.

Tenille:

Yeah, absolutely. So thinking back to work, what do you think is the one Agile ceremony that you take that helps you and your team the most?

Joseph:

I think that finding different ways to collaborate, effective ways to collaborate. And in terms of work management, how are we solving some of the problems that we have? There's so many tools that are here to make that easier, which is made pretty special. Speaking to people and finding out how they go about solving problems.

Tenille:

And what do you think makes a really great Agile team?

Joseph:

Well, you could say something very cliche, like being very adaptive and change and so on and so forth. But I think it really comes down to the interaction between people. Understanding one another, encouraging one another, and just the way you work together.

Tenille:

Fantastic. Great. Well, thanks very much for taking the time to chat.

Joseph:

Thank you. It was nice chatting with you guys all week long.

Tenille:

Cheers.

Tenille:

Dan, thanks for taking the time to chat.

Dan:

You're welcome.

Tenille:

[inaudible 00:22:54] questions. What do you think is the best thing you learned today?

Dan:

Oh, the best thing I learned today, the morning products keynote was excellent. Got a couple tips on how to do product management, different strategies, how you have folks about seeing their focus on the tactical and the strategic. So just some nice little nuggets, how to [inaudible 00:23:12].

Tenille:

[inaudible 00:23:13], thanks for joining us today. Can I start by asking, what do you think is the best thing you've learned this week?

Speaker 17:

The best thing I've learned this week is there's no right way to do Agile. There's a lot of different ways you can do it. And so it's really about figuring out what the right process is for the organization you're in, and then leveraging those success patterns.

Tenille:

Well, I guess on that, is there one kind of Agile ceremony that you think your team can't do without?

Speaker 17:

The daily standup being daily. I think a lot of our teams, they talk all day long. They don't necessarily need to sync up that frequently. I've had a few teams already, they go down like three days a week and it seems to work for them. The other maybe key takeaway that I've seen folks do is time boxes. So no meetings from 10:00 to 2:00 or whatever it may be, and really driving that from a successful perspective.

Tenille:

I guess on that note, what do you think makes a really successful Agile team?

Speaker 17:

The ability to talk to each other, that ability to communicate. And so with all of our teams being either hybrid or remote, making sure that we have the tools that let them feel like they can just pick up and talk to somebody anytime they want, I think is key. And a lot of folks still don't have cameras, right, which is baffling to me. But that ability to see facial expressions, being face to face has been so nice because we're able to get that. So that's the other key is just that ability to talk to each other as though I could reach out and touch you.

Tenille:

Okay. Fantastic. Well, thanks so much.

Speaker 17:

You're welcome. Thank you.

Tenille:

Okay. Rob and Andrew, thanks so much for taking a few minutes with us. Can I start by asking you, what do you think is the best thing you learned this week?

Rob:

For me, it's definitely fast scaling Agile, we learned about this morning. We're going to try it.

Andrew:

For me, I really enjoyed the math programming session and learning kind of different ways to connect engineers and collaborate.

Tenille:

Great. Next up, I guess, what do you think makes a great Agile team?

Rob:

First and foremost, that they're in control of how they work and what they work on, more than anything else.

Andrew:

Yeah. For me, it's a obviously psychological safety and just having a good team dynamic where they can disagree, but still be respectful and come up with great ideas.

Tenille:

And is there one Agile ceremony that you think a great team can't live without?

Rob:

Probably retrospective. I think the teams need to always be improving, and that's a good way to do it.

Andrew:

Agreed. Yeah. Agreed.

Tenille:

Okay. That's great. Thanks so much for taking the time.

Andrew:

Thank so much. Appreciate it.

"I really enjoyed my conversation with Andrew Malak. We talk integrating agile techniques and tips on how to achieve a culture of accountability"

Andrew is a firm believer that the customer trusts your business by joining, and you have an obligation to repay that trust by helping them achieve their outcomes.

Enjoy the episode!

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Transcript

Teagan Harbridge:

Welcome to another episode of the Easy Agile Podcast. I'm Teagan, head of product here at Easy Agile. And we've got a really exciting guest on the show today, Andrew Malak from Spaceship. He's the chief product officer. Andrew is a true believer in creating products and experiences that solve customer problems. He believes that the customer trusts your business by joining, and you have an obligation to repay that trust by helping them achieve their outcomes. In his current role, Andrew aims to help people take control of their wealth from a young age, educating good money habits and helping people invest where the world is going. Andrew is a family man who loves his time with his wife and children. And believe it or not, he uses agile techniques in his personal and professional life. Andrew is an economics geek. He plays and coaches soccer, football. He's a big Liverpool supporter, loves to travel, loves amazing architecture, and loves working with children.

Teagan Harbridge:

There were so many takeaways from my chat with Andrew that I really struggled to pair it down to three. But if you say tuned, here are some of the things that you're going to learn from our chat with Andrew. Why we should stop using the term agile transformation and start calling it an agile evolution. Why it's important to be open-minded to our own limitations so to break the old mindset of protecting original scope. And tips on how to achieve a culture of accountability. So I hope you enjoy. Andrew, can you tell me a little bit about Spaceship?

Andrew Malak:

Oh, fantastic. Well, thank you very much for, first of all, having me, Teagan. Spaceship is a business that's on a journey to make good money habits and investing accessible to all people. So what we look for is trends to do with industries or companies who are building the future of both industry or economies. We invest in them for the longterm, we break down barriers of entry for people, we give them a fee-free product under $5,000, no minimum investments. It's really easy to sign up. You simply download an app and you sign up and make one product selection decision, and you're done. You can start investing on autopilot. We allow you to also invest your superannuation in a not too dissimilar way.

Teagan Harbridge:

So tell me a little bit about who your target customer is, then. Because it seems like you're trying to make something quite complicated accessible for maybe first time investors.

Andrew Malak:

Well, you're absolutely right. There's a niche segment of people out there at the moment, millennials or even gen Zs, that we just don't think have been well serviced by the incumbents. And what we're trying to do is resonate with these young people as much as possible. We're trying to reduce industry jargon and really make things simple to them, because investing doesn't have to be complex. It's really about a lot of discipline around, if I can manage my personal P&L, or money in, money out, then I can create a cash buffer that can go into my assets column on my balance sheet. That's really what we're trying to do. And that kind of language, if we can get it right, can really simplify things that have typically been in the hands of financial advisors and accountants and give it back to everyday Australians who are starting out in their investment journey.

Teagan Harbridge:

Yeah, awesome. And you've been on quite a journey before landing in the FinTech space as the Spaceship CPO. So can you tell me and our audience a little bit about what that journey has looked like?

Andrew Malak:

Oh, where do I start? If you asked a graduate Andrew Malak what he'd be doing now, I don't think I would've been speaking about this because at that point in time in my career I didn't know this space would actually be around, if that makes sense. So I'll go back to my younger years, and I always thought I was going to be an architect. I had this fascination with bridges and I wanted to design things and see them come to life. And let's just say that I do that in different ways right now, but I started out working in CommSec on the trading floor. I moved on to work as a business analyst, and that's where I started my critical thinking into how businesses work and how things can be made more efficient.

Andrew Malak:

I dabbled in teaching for a little bit, I taught high school economics and religion for a little bit. And then I eventually landed in a product role at St. George Bank prior to the merger with Westpac. At that point in time, the light bulb really came on. I realized, "Hey, I like creating things. I like to change things. I don't like to just do things," if that makes sense. And that wondering mind that doesn't like the conform was finally let loose, if that makes sense. And I haven't stopped enjoying it. I loved my time at Westpac, made lots of friends, worked on really cool, successful projects, and implemented lots of things that had great results. Worked on lots of things that have failed miserably and learnt a lot out of that. And when the opportunity at Spaceship started to surface late last year, it was just too good an opportunity to not really come in and have a go. So yeah, it's been quite the journey.

Teagan Harbridge:

Yeah, wow. And I love a good failure story. And you said you've had lots. Can you think, just off the top of your head, what one of those big failures has been?

Andrew Malak:

Where do I start? I think our first attempt at taking a digital experience to allow customers to acquire a product online was quite a failure that taught us a lot. We basically took the systems that our back office staff used and just made it available to customers. And the real good learning out of that is there was a lot of traffic and a lot of demand, but not enough completion ever. And the best learning that came out of that... This is back in 2006, so internet speeds were just starting to pick up. Broadband was starting to go mainstream and customers' trust around doing more transactions that used personally identifiable data was starting to normalize at that point in time. Up until then, people quite reserved thinking, "I'm going to lose my personal data," et cetera. So when we decided to do that, we saw that there was a lot of demand but we quickly came to the realization that we used to train staff for four to six weeks on how to use the systems before they knew how to service customers using them.

Andrew Malak:

But then we've deployed it into production for customers to self-service and realized quite quickly that the experience for customers had to be much more guided than the experience for a staff member. This is where the evolution of usability or design thinking started to come in. We started thinking of, "Well, how do we make these things so easy that a first-time user can go end to end and not encounter friction?" And this is where our understanding of design principles, customer testing using verbatim and anguage that can resonate with a first-time user becomes critical to the execution. It's not just good systems but it's good user experience sitting on top of systems.

Andrew Malak:

That's probably the one that resonates with me the most because I've held that to a very high regard throughout my whole career. Now everything I do I think of, "Where's the friction? How do we make sure there's no friction? What's the customer going to feel throughout this experience? How are we creating unnecessary anxiety in that experience for the customer, and how do we move that away? How do we become more transparent but still be simple?" And yeah, that's probably the one that resonates the most.

Teagan Harbridge:

Seems like a tremendous learning opportunity early enough in that project and something that's stuck with you since, so great learning opportunity.

Andrew Malak:

Absolutely.

Teagan Harbridge:

We've got a ton of customers who are at all stages of their agile transformations, and I know that this is something that you've had experience with if we go back to your St. George, Westpac days. Can you give our audience any tips or stories that you encountered when you were going through those agile transformations? What lessons can you share with our audience?

Andrew Malak:

Oh, I have lots of lessons to share, actually.

Teagan Harbridge:

This is what I love.

Andrew Malak:

Look, I like to position it more as agile evolution more than agile transformation because no matter what you try to do, you're not just going to drop waterfall and become agile next morning. Honestly, I've seen so many attempts and every single time I see that the graduality of the change is a better predictability of the final outcome that you're going to land. So ultimately the Holy Grail that everyone's aspiring to is that, as a leader, you can rock up to a team stand up unexpected and then, without being told who is in what role, who the product owner is, who the engineer is, who the QC is, who the designer is, it becomes hard for you as the leader to work out who's who because at that point in time the team is so well converged on customer outcomes that they will self-organize themselves around what each person needs to do.

Andrew Malak:

And most of the language being used is really around, what are we trying to define the customer? What's the best thing to do within the capacity that we have to deliver this feature to market as quickly as possible, capture value for the customer and the business as much as possible? This takes a long time to get to, where you can start normalizing to a standardized, common set of goals, common cadence, and common ways of working. And I think it's ultimately about how much empowerment you can give people and how much as a leader you can relegate yourself in the background to allow them to work it out themselves as long as you're coming in and nudging things along the way and helping people course correct along the way. So the good news is that I actually think at Spaceship, we're pretty close to getting there.

Andrew Malak:

We have been running scrum and we have been running sprints for a long time, but it has been largely ceremonials. But over the last quarter, we've done a really good job at embedding more cross-functional people into these teams. But the goal for us is that now we feel like our throughput has actually increased and that the constant flow of information between the teams is becoming more natural and there is actually less ambiguity between the teams around, "All right, we built it this way. The API is no longer consumable. It doesn't fit what we're trying to do from our front-end and there's less back and forth." So we can really see that the amount of friction between persons in the team is really starting to reduce dramatically and we're starting to see that throughput really increase. Having said that, the best way to go about an agile transformation is just get started.

Andrew Malak:

You can sit and plan out things and plan towards utopia as much as you want or you can actually just get going. So when I say by get going, I say you have to start by getting buy-in from all the leaders of the different cross-functional teams, because if you don't have that buy-in at the leadership level, it's just not going to work because there's going to be blockers, there's going to be escalations. And if all these things result in conversations around, "Should we keep doing this?" Or, "Hey, maybe this is not the right thing to do." That needs to be off the table really early on and it needs to be a total commitment at the leadership level that we're going to make this work and whatever we encounter we're just going to fix forward. Once you have that commitment at the leadership level, you need to very clearly define the values that the team is going to be handed to work with, because agile itself, it's not a process, it's a set of values that the team needs to just take and start working with.

Andrew Malak:

So we could go and rattle individuals and interactions over processes and tools or working software over comprehensive documentation. Well, give these to the team and they're going to say to you at day one, "We can't go to all of that straight away." So they might actually say that day one, "We're still going to need some documentation because we're not comfortable yet. We don't understand the language of the other people in the scrum team well enough to be able to go and actually code off the back of a conversation." But by the 10th sprint, the 20th sprint, that misunderstanding of what the product owner wants or what the designer is trying to achieve in an experience starts to become embedded in the mind of the engineer.

Andrew Malak:

The engineer understands the customer a lot more, and then you can make do with less process and less documentation and less negotiated outcomes and more commonality across the team. The other thing that then starts to kick in at that stage is that ability of the team to pivot in response to a change and not see that as a threat to what they're trying to achieve. The old ways of working was, define that scope, protect that scope, and not let things disturb that scope, whereas if you're halfway through a project and you get some really good information that tells you that maybe you are not on track to achieve a good outcome, you should be welcoming that. And the team itself in the beginning is going to find that an irritation, but over time they'll become more comfortable with pivoting off the back of new information.

Teagan Harbridge:

Yeah. It's a big mindset shift. I was just having a discussion today about, where does being agile and being reactive, where's that line in the middle. And when does taking information and pivoting because you think something will be better, when can we break that mindset of, "Oh, we're just being reactive?" No, we're being responsive.

Andrew Malak:

Yeah, yeah. And look, I think the word reactive itself naturally has a negative connotation to it, but agility in mindset allows you to flip that on its head and say that no one can work things out in totality to 100% of what's possible, so being open-minded to our own limitations first and foremost allows us to acknowledge that when new information comes in, it is because we didn't think through the solution 100%, but let's also be okay with that because no one can. So I think it's flipping on its head and acknowledging it upfront and saying that this is going to happen, but when it comes we will assess the information we have with the capacity we have with how far progressive we are and make a decision that's right for us, for the customer, and for what's possible.

Andrew Malak:

So I take it as the more information you get along the way, the more reinforcement of, are you doing what's right or should you pivot and change at that point in time? The other thing that happens really early on is that if you as a leader can create a really clear vision around customer outcomes and establish your first cross-functional team and hand over that vision to the team, it becomes theirs. Don't hand over the backlog to the team. Don't give them a ready backlog, just give them the vision and then tell them, "You guys work out what your backlog looks like." When they come up with their own backlog, as long as you as a leader don't see that it's just a list of Hail Marys in it and there is a fair bit in there that is well spread out between hygiene things, strategic things, and a few moonshots and the balance is right, if the team has come up with their own backlog, the motivation they have to build their own ideas just goes through the roof.

Andrew Malak:

And that's what you want to achieve. You want to achieve clarity that the work fits with the vision and the motivation that you get out of the backlog being created by the team itself gets you that throughput enhancement. The other thing that you're going to struggle with really early on is chunking things down to fitting within the sprint cadence. I think that's one that's often been my biggest challenge when moving towards agile practices early on. Typically in the first few sprints, you always have overruns and things don't complete in the sprint because we end up thinking we can do more than we can and it takes us a while to work out, in wrapping up something that becomes shippable in a sprint, you probably take a little bit less in that sprint because you've got to test it or you've got to do a release in that sprint, or you're going to do a PIR in that sprint, or you're going to do a lot of retros in that sprint. Start to sort of formulate what you're going to take through the next planning cycle.

Andrew Malak:

So you've got to budget to that capacity, and I'll find that teams underestimate the magnitude of that work. So be okay with that. Overruns in the first few sprints don't mean you've failed, it means you're learning how to plan better. And then make sure your retros and your pivot off the back of that into your next planning sessions is taking information that is now new to you, and making sure you're working with it. I think as the leader, though, you have to set the expectations that teams can make mistakes and that it's a safe environment.

Andrew Malak:

And I've seen many agile... I was about to use the word transformation, even though I've just said I don't believe in transformation. Any teams that are adopting agile principles expecting that in their first few sprints they don't have any hiccups, and that if throughput falls in the first few sprints, then there's a bit of a, "Oh, well you told me this thing was going to increase our throughput." Yeah, but not straight away. So I think just being realistic with yourself and what's possible, and that shift in itself, until it normalizes, takes a bit of getting used to. The teams need to know it's a safe environment, that if their productivity suffers, if they make mistakes or if they break things, it's going to be okay. We'll fix forward.

Andrew Malak:

But then also there comes a point in time where we have to be very clear about the culture of accountability around using that capacity really well. So what I've found, that the best use of that is the showcase. And what we've done at Spaceship, because we're trying to reduce the amount of ceremonies, we've combined both the planning playback in a sprint as well as the showcase into the same ceremony. So what we do is we play back what we built last session using a demonstration of working software and comparing the amount of work we've executed versus what was planned in the previous sprint. We're saying we've got 80%, 90% through the work and this is what it looks and feels like, and this is what we're deploying to the customer. Then we actually showcase what we plan to do in the next sprint.

Andrew Malak:

And that's part of the showcase, is our hand on heart commitment to, "This is what we as a team are committed to doing in the next sprint." And then that accountability to the organization becomes something that keeps us on track throughout the sprint. As distractors or things that are not committed in the sprint come our way, we quickly think about, all right, can we accommodate these things? Do they need to be done? Are they going to take us off track with what is planned? Are they important enough? Is it a major defect of production, and can customers no longer access our app? Well, drop what you're doing and attend to that. Otherwise, if it's not material, keep focused on the work that you've committed to in front of the organization.

Andrew Malak:

After this you're going to start to experience some growing pain, and the growing pain is good because it means that agile is working and more teams or more feature opportunities become possible for the business. There's going to be a lot more hype around moving to agile. Other teams are going to come across and say, "Oh, how do we piggyback off what you're doing?" Et cetera. This is good. This is good, but what it means now is that some new risks are going to actually start to be introduced. Working with common code, common dependencies, or even common people being needed to be doing multiple things just means that you now need more coordination. I'd say to anyone who reaches this point in time, this is where people feel compelled to start introducing some new roles, coordination roles. And I'd just say, be careful because that can start add to your overhead really quickly.

Andrew Malak:

I find the best way to ensure that teams continue to be in sync is with the right dialogue at the right level with the right rhythm. And this is where I think keeping it simple to just the scrum of scrums works really well. I like the scrum of scrums to be balanced between both product owner and tech lead from each team being present, and a cadence of one to two times per week works really well. And as long as the product owners across the teams and the tech leads across the teams know what the other teams are working on, know what could impact their own work from a release perspective or scheduling perspective or an environment perspective, I think that tends to work really well as well.

Teagan Harbridge:

Yeah, wow. Lots of nuggets in there and certainly things that resonate with our experience here at Easy Agile, being a small company that's grown really quickly. So I can definitely relate. We've had conversations about, do we introduce new roles into this company? We've introduced a new cadence of meeting rhythms only the last couple of months, so we're going through these things too.

Andrew Malak:

Absolutely. Absolutely. What have been your biggest learnings so far?

Teagan Harbridge:

I think that you cannot underestimate communication, and it really does come back to that cadence and that rhythm with the team. And we're experimenting at the moment with a daily huddle where we're talking about, how do we embed showcases more regularly in our cycles? We've got a big demo at the end of the cycle. How can we make that a more ingrained part of our culture? And it really does come back to that culture of accountability as well. So yep, it's all resonating.

Andrew Malak:

Yeah, absolutely. Look, you can go to whatever industry you want but the problems are usually similar. And the great thing is that having these conversations is very important to fast-tracking your way forward, because your problem is not unique to you. Someone else has seen it in someone else has figured out a way. And I think what I like about the FinTech industry is that we compete on products and services, but there's a lot to learn from each other. And even if you just go outside of FinTech, there's a lot to learn from other industries who have adopted agile practices.

Teagan Harbridge:

If we take a bit of a flip, we've gone from your professional career and your experience into a more personal level. You mentioned that you use agile techniques outside of work. So I'm not sure if many others are in the same boat, but can you elaborate on this? What does that mean? What does that look like?

Andrew Malak:

Okay, I hope you don't think I'm extremely weird. We actually have a family campaign. So I guess if I go back to how we've come to actually doing this. Becoming parents, we would look at our children and see so many things that we want them to be better at. And in trying to give them constant feedback, which felt like the feedback was so much that it's all being drowned out because there's so much of it. In fact, my oldest son actually gave me that feedback. He goes, "Dad, why don't we focus on one thing at a time?"

Andrew Malak:

And I was like, "Wow, okay." For a ten-year-old to tell me that, that was amazing. So we came to realize that we needed to narrow and focus on one improvement area at a time, and we don't move on to the next one until we've actually closed out the first one. For example, my oldest son, very clever boy. We're trying to focus with him on the discipline of process over just getting the answer right, because he is clever and nine times out of 10, ask him a question, he's got the answer and he just wants to say it.

Andrew Malak:

But we've started to try to break down the question and work more on the process with him so that in following the process, coupled with his natural ability, we will get more answers right more often. And that's what we're working through at the moment. So our family's scrum wall at the moment has a mix of things on it. Everyone has their own swim lane, and in each swim lane there are a few tasks, some related work or study, some relating to household chores, some related to health or exercise, and some related to acts of kindness. And what we aim to do is make sure that we're moving things across in all four categories every single day. So yeah, you can use agility wherever you'd like but I think that mindset in general, that if I wake up every day and do things that make me better than I was yesterday, then I'll get to keep moving forward in my personal life as well as my professional life.

Teagan Harbridge:

And do you have WIP limits?

Andrew Malak:

We don't at the moment, and we're not doing showcases at the moment. We'll see how we can introduce them in the future.

Teagan Harbridge:

And how was the introduction of a Kanban board at home? How was that received by the family? Have they enjoyed it, has there been any feedback?

Andrew Malak:

Well, it wasn't actually planned. It started by just sticking some Post-its up on the fridge to remind us of stuff. And then one day I said to my wife, "You know what? This reminds me of what we do at work. Why don't we formalize it?" She had a bit of a chuckle but then one day she came back and then she found it there. So yeah, it wasn't really planned.

Teagan Harbridge:

Awesome. And you've already been super generous with your time so I'll close it out with one final question. What advice do you wish someone would have given you when you took the leap from product management into product leadership?

Andrew Malak:

Yeah, that's a really good question. I think first and foremost, that you've got to make sure that you drop your need for perfectionism, because first and foremost, you might have been the best product manager yourself. You might have been amazing. And I'm not saying I was, but if you were and you step up in leadership role, you're going to have people of different abilities working for you. And what you need to understand is that they're going to need some time learning their role and learning their trade. And just don't get in the way of them learn. So for example, you might see someone doing something that may not be the best or most optimal use of that capacity in that sprint. You might feel the urge to jump in and course correct. But if you let them go and just hear their feedback post the retro, they might've had that learning themselves, and a learning that they get for themselves rather than being told by their leader is going to be much more useful for them.

Andrew Malak:

You have to drop your need to make decisions and be in control because, again, the more you can relegate yourself to a servant leadership role and let the team make decisions, when they make decisions and now have to go back up that decision with execution, they're more likely to put their heart and soul into it. The more they feel like you are going to make the decisions, the less inclined they are to think through problems themselves, and then they'll keep bringing the problems back to you. So every time someone asks you a question that has a black and white answer, throw it back to them and ask them what they think, because that way you're coaching them to work it out themselves. And then the last thing that's really important is, I feel like it's really important to think through how your organization allows you to be different and take advantage of that differentiation.

Andrew Malak:

So for example, at Spaceship here, because we're small, we're not a large corporate, our customers are a little bit more forgiving. So you have a limited capacity to build experiences and you can't do all things at the same time. Understand that and take advantage of it, and get your team to also learn that. Because if you're trying to how the all edge cases, it will take a lot longer to get something to market and you might use a lot of the team's capacity to build edge cases. And you can't really afford that when you're in a start-up.

Andrew Malak:

So for example, we launched a new investment portfolio yesterday. We launched the Spaceship Earth portfolio, our first sustainable investment portfolio and it's a sign of more things to come hopefully in the sustainability space. But in launching that, we knew that we have a limitation in our experience or our product set today where each customer can only have one portfolio. We knew that existing customers would want to invest in sustainable investing, but our commitment to them is that it's in our backlog and it's actually the next feature that we're actually going to take to market.

Andrew Malak:

And in explaining that to our customers, they've been very understanding, that they know our throughput is limited but they also know that their voice is being heard and we are building the things that they're telling us about. So I would say that the best piece of advice to tell my young self is to make sure that you get the balance right between the voice of the customer. That's going to tell you all the hygiene things that your product lacks in terms of experience or gaps. And then get the balance between new strategic things that you can go after and new things that you can take to market, as well as a few Hail Marys every now and again. We call them moonshots. They may or may not work, but it's exciting, and if it works, can 10X your volume. And they are the things that are likely to go viral. So getting the balance right is very important.

Teagan Harbridge:

It's been wonderful, Andrew. I've definitely taken a lot away from our chat today, and I'm sure our audience will too. So thank you again so much for your time, and good luck.

Andrew Malak:

No Teagan, look, thank you very much. And it's been a pleasure speaking to yourself and Easy Agile, and I wish you guys all the best too.

Teagan Harbridge:

Awesome. Thanks Andrew.

Andrew Malak:

Have a good afternoon.

"It was great chat about Kate's experience working in an agile environment, and learning what artificial intelligence looks like at Optus"

Kate shares her experience of an agile transformation at Optus and the incredible impact it has had on the company. Delivering faster & enabling a sense of ownership & accountability amongst teams.

Kate also shares some great advice from embracing hybrid roles throughout her career, a gentle reminder to never put limits on yourself and adopting a “no risk no return” mentality.

Be sure to subscribe, enjoy the episode 🎧

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Transcript

Hayley Rodd:

Well, thank you for joining us here on the Easy Agile Podcast. Here in Wollongong things are a little different from when we last had a chat. We've since been put into lockdown as part of the Greater Sydney region, but I'm delighted to bring you this podcast from here in Wollongong. And also it maybe helps ease some of those lockdown blues that you might be suffering if you're in the same part of the world as I am today or if you're in another part of the world that is maybe in the same predicament that we find ourselves here in Wollongong in. So, I'd like to introduce myself. So my name is Hayley Rodd and I am the product marketing manager or one of the product marketing managers here at Easy Agile. And I have a great guest today, an old friend of mine but before we kick off with the podcast, I'd like to say any acknowledgement of country.

Hayley Rodd:

So here at Easy Agile, we acknowledge the traditional custodians of the land where we work and we live. We celebrate the diversity of Aboriginal people and their ongoing cultures and connections to the land and waters of New South Wales. We pay our respects to elders past, present and emerging and acknowledge the Aboriginal and Torres Strait Islander people and their contribution to the development of this tool. And now, to our guest, Kate Brodie. Kate is an old friend of mine from here in The Ngong or Wollongong if you're not from this region. And has been very successful in her pursuit of a career in technology. So a little bit about Kate. Katie is the director of digital AI and CCAI programs at Optus. Kate is now based in Sydney, Australia and is a leader in AI, digital and new emerging technology. Katie is responsible for Optus's AI, digital, portfolio and chapter working in an agile environment every day today.

Hayley Rodd:

Kate leads the development of new products to take to market and scale routines in an agile environment advocating for build, measure, learn culture. Most recently, Kate has been in charge of leading an enterprise first to market API consulting chatbox in Australia, compatible with Google Home. So obviously Kate is an extremely impressive person and I wanted to chat to her today about her career and also her role in the Agile team. But beyond that, I wanted to touch on women in technology and leadership, something that Kate has spoken about recently with Vogue Australia. So, thanks so much to Kate for joining us today. And I can't wait to share some of the advice from the lessons that Kate has learned through her career. Thank you so much for joining me today, Kate. It's really wonderful to see you. So could you tell me a bit about, I guess what your day-to-day looks like when you're at the office?

Kate Brodie:

Yeah, thank you for having me. My day-to-day is quite varied. I would say that in my role, I'm very lucky to work with lots of different people, engineers, designers, business people, marketers and more recently a lot of different partners including Google. So, a lot of my day is working between different groups, strategically thinking about how we're going to continue to create a particular vision and future together for our customers. And then parts of it are related more to the technology and how we're ensuring that we've got our teams performing at a level that will allow us to meet those goals. And yeah, day-to-day, I'm talking to a lot of different.

Hayley Rodd:

So, when we were chatting just before we started recording, you were telling me a little bit about your start in marketing and now you've moved over to technology, can you tell me a little bit about how you don't want people to feel pigeonholed, I guess in their careers or in their career path?

Kate Brodie:

Yeah, absolutely. I really believe that anyone can get into anything if they put the effort behind it. And so I really think that no one should ever put limits on themselves. For me, it was partly because I was surrounded by really great people who supported me in trying lots of different things. And I think the way in which you build your confidence and start to move between different disciplines is by getting your hands dirty and just having a crack. So, I think it's important particularly and in this day and age for people to be open and not really put strong defined titles on themselves so that they do have a sense of freedom to kind of move around and try different roles because ultimately what is available today is probably going to look very different in 30 years time so... Yeah.

Hayley Rodd:

And do you still consider yourself a marketer or are you something, hybrid? What are you now?

Kate Brodie:

I would say that I am a technologist. I think that it requires the ability to have a bit of a marketing brain because you need to know how you're going to apply it in order to make a real impact, whether that's for customers, employees or commercially. But definitely with a strong kind of technology digital focus now, I wouldn't say that I would be purely seen as a marketer these days, but definitely it's about having that broad skill set and I think marketing's critical to being able to create great products.

Hayley Rodd:

Perfect. So, when I think of AI, I think of self-driving cars, someone who is very new to the technology industry myself. Could you unpack, I guess what AI means for Optus?

Kate Brodie:

Mm-hmm (affirmative). I think that what you've just said is shared by many. Artificial intelligence is just such a broad concept and it really is related to creating intelligent machines that can ultimately perform tasks or imitate behavior that we might consider human life. And so that can range from really narrow experiences like reading a brochure in a different language using AI to kind of rate it in the language that you can understand to kind of these macro experiences like you've just described with self-driving cars and completely changing the way that we travel. So, I think that AI is such a broad term where it will mean different things for different groups. At Optus, it's about creating lasting customer relationships with people and allowing them to connect with others. And so where we use AI in a variety of different places, it can be in our products themselves.

Kate Brodie:

So for instance, we just recently launched a really amazing product called Call Translate. And that's where in the call you can actually interact with people in different languages on that same phone call so breaking down those communication barriers that have existed before. So that's super exciting. And then there's other places where we're using it, for instance in our sales and service functions that we can more easily automate the simple tasks and give more time to our people to grow and create those types of relationships with our customers. So, we're using artificial intelligence in many different ways, but I think it's really exciting in everything that we do, it's more driven towards how can we create a better customer experience. It's not about the technology in of itself, which is what I really like about it.

Hayley Rodd:

Yeah. Nice. And it sounds like that that call translation would just... Could have so many applications and have... I'm even just thinking about in this COVID circumstance we... You're trying to get a message across to people to stay home and all those sorts of things like... Wow. Okay.

Kate Brodie:

Yeah. And there are some beautiful stories of people who are not able to go home with their young kids, travel home to their countries where their families are. And so they can have the grandkids talking to the grandparents more easily as they are learning different languages. So, it's really cool.

Hayley Rodd:

Wow. That's beautiful. So, in your title, there is, I, maybe assume it's an abbreviation, but it's somebody that says CCAI. Could you tell me what that is?

Kate Brodie:

CCAI stands for Contact Center Artificial Intelligence and it's actually a program of work that is used increasingly by different industries and refers to a particular product that Google is working with companies on. And so it's about re-imagining your contact center. So traditionally today banks, telecommunications companies, big organizations with lots of customers have a lot of customers that contact us regularly. And so this is a way of actually, how do we use AI to increasingly get to a point where you don't need to reach out to us but instead we're reaching out to you to better optimize your experiences with us. So, that's a little bit more of a program piece that's attached to my title at the moment.

Hayley Rodd:

Wonderful. So, prior to your current role, we're just going to get into the Agile space, which I know you seem extremely excited about at Optus and it's had some, I guess will be changes in the... Or it has some... Helped some massive changes at Optus. Before your current role what was your experience with that job?

Kate Brodie:

My current role and my experience with Agile has evolved. So, a couple of years ago, we rolled out Agile at a very large scale across our enterprise. So previously we had been using Agile in our IT teams for software development, but we actually started to roll out agile for product development. And I originally started as a product owner. So I was given a goal around creating a chatbot from scratch that would be supporting our teams. And with that, our Agile transformation involved breaking down the silos of divisions. So functional divisions. We started to merge into cross-functional squads and our squad was given the autonomy and the ownership to take on a particular initiative, and in my case, it was chatbot. And so I've actually experienced multiple roles within Agile including as a product owner and as a chapter lead, which was where I looked after a particular craft of people who run across multiple squads in Agile.

Kate Brodie:

And now more recently, I've got squads that are working within my area to produce these products and these outcomes for us. My experience with Agile has been brilliant. The amount of impact that it's had on our company is incredible. So, over the last couple of years, and this is pre COVID, we had a big target around moving towards a really digital led experience. And so we've seen our customers who used to choose digital around six...

Kate Brodie:

Around 65% of our customers would choose digital a couple of years ago and now it's more like 85%. So these big swings have come as a result of, I think, breaking down those silos and working in a more Agile way. Just on that I think what I like about Agile is that it's not about showcases and stand ups, it's actually about the culture that Agile allows for. So I think it allows for a lot more ideas and innovation because you have this mix of people who didn't traditionally sit with one another being together. And then also you can just deliver faster because you can cut through a lot of noise by working together. And the last piece I think is definitely that ownership and accountability for driving an outcome as opposed to delivering a piece of the puzzle, I think, yeah, Agile's been massive for us.

Hayley Rodd:

So, and you said that it was a big roll out across the organization. So does that mean that everyone within Optus works within an Agile framework or is there still sections that I guess don't employ Agile.

Kate Brodie:

There are areas of the business that aren't completely agile at this point in time. And I think they are areas of the business that makes sense. So sometimes in research and the like, you need to have a bit more freedom to sit back and ideate, although they would adopt principles of Agile so that they time box ideas and the like. From a delivery perspective, most of the organization has transformed into Agile delivery.

Hayley Rodd:

Wow. So it sounds like your customers would be seeing a lot of value from the organization transforming to Agile. You said before that there was a lot of people in your life who allowed you to do things you felt confident in your ability because I guess they helped you get there. So, has there been a mentor that I guess you look back on in your career or even now that has had an impact on where you are?

Kate Brodie:

I think that I've had a lot of different people who have been my mentor at different stages and who I would call upon now. So, I like to probably not have one mentor, but sort of look at the variety of people and their different skills and take a little bit of this, take a little bit of that, learn from this person on a particular area. There have definitely been some people who stand out. And so, early on one of the things that was really useful for me was being supported by a particular general manager who basically sort of pushed me into digital and technology and sort of, I was just very fortunate that he believed in me and said, "Now, you can run this area." I had never really been exposed to it. This is 10 years ago when digital was still sort of seen as more of a complimentary area as opposed to core, to a business.

Kate Brodie:

And by him supporting me in having a go at everything that's been... That's actually one of the most pivotal moments I would say in my career very early on that that's really led the way for me to increasingly get into the area that I'm in today. And along the way, obviously, there's been many people who have made a huge contribution to where I'm at and they're both in my career, but also outside. So, people that you play sport with people that you just have, that you share different stories with, I think that often you take a little bit from everyone and hopefully you give back something to those people too.

Hayley Rodd:

Yeah, I'm sure you do. So, is there any... Looking back on all those people that you've had throughout your life who have helped you get to where you are, is there a piece of advice that might have stuck with you that you could share with us?

Kate Brodie:

There's lots of different advice. I think one of them is, no risk no return. I really do think that you have to have a crack, you have to put yourself out there. The things that always been the most satisfying experiences have been by having a go at something that I hadn't done before. So I think no risk no return is something that I definitely subscribe to. And then in terms of some practical advice, particularly as a female, I think in your career, something called the assumptive close, which is a sales technique, around almost not asking if someone would like something but sort of implying that they would. I actually would say that I use that technique not to necessarily directly sell to someone, but in everything that I do and I would really encourage most people to use it. It was some early feedback in my career and it's been quite useful along the way.

Hayley Rodd:

Yeah. [inaudible 00:18:51] after working in real estate for a little while, I think a lot of real estate agents also assume the sale. So, and it just it... I think it can help with the confidence and going in there and I guess almost putting yourself in a position of power in the conversation when you assume you've got this in the bag. So yeah, it probably comes naturally to some people more than others, myself included, but I would struggle with that, but that's a really good piece of advice. So yeah, I'm sure that it will be helpful for a lot of people who are listening to the podcast now. So what about... What's your proudest moment as a leader there at Optus so far? I know that you're in Vogue recently. That's an amazing moment. And as a person who's known you for a really long time, that was a proud moment for me to see someone that I'd known do that, but for you, what's the proud moment?

Kate Brodie:

[inaudible 00:19:58] I think probably my proudest moment is when I've launched something large. So recently we launched a large piece of technology that will change the experience for our customers, but it wasn't as much the launch as it was looking around me and seeing the people that are there with me doing it. And there are quite a few amazing people that I get to work with. And having sort of started with a few of them in the early days, a few years ago, where we were sort of spitballing ideas and we had no products to now having large products that make a real impact to Australian consumers and to our business. It's those moments where it's actually the team around you that it... I'm most proud of. It's just the high engagement and the drive and the culture that we've created where people want to work in this area and we all enjoy creating these experiences together. So I think definitely I'm most proud of the team culture and environment that we've set.

Hayley Rodd:

Yeah. Sounds amazing. We're lucky enough here at Easy Agile to have, I guess the same... A culture that you can be proud of as well, so, I can understand how it can be something that makes a huge impact every day. So, we're getting close to the end of our time together, but again, I guess I wanted to touch on a bit of gender diversity. So how does gender diversity benefit technology companies? What do you think?

Kate Brodie:

I think diversity in general is going to benefit any business and particularly technology businesses, because it's imperative that you have a representation of the population and the people that will use your technology and the experiences that you're trying to create. So I think that it's only by ensuring that we are tapping into the entire talent pool, that we can represent people and represent customers, but also we're going to get the best ideas. And so that's gender diversity but also culturally and in every sort of facet, the more that we can tap into the entire talent pool, the more we'll create better experiences, better technology, solve more of the world's problems and capture more opportunities.

Hayley Rodd:

Mm. Fantastic. And last question, what advice would you give a young woman hoping to enter the technology industry or a technology company?

Kate Brodie:

I would say go for it. I would say don't ever put limits on yourself and speak up, learn as much as you can and get your hands dirty because it's through that kind of confidence... Oh, sorry. It's through working with lots of different people and creating things with people from scratch that you'll gain your confidence as well. And always ask, don't sit there waiting for someone to sort of tap you on the shoulder, ask for that new opportunity, ask for the salary increase, ask, it won't hurt. I promise.

Hayley Rodd:

That's a good advice. What's the worst they could say?

Kate Brodie:

No, exactly.

Hayley Rodd:

No, yeah.

Kate Brodie:

Yeah. And that's why.

Hayley Rodd:

Or they might say yes. And then that's awesome too. Okay. Well, thank you so much, Kate, for your time. That was really wonderful. It was wonderful to catch up, but it was also wonderful to hear from someone who's so young in their career, has... But has also done so much and who has reached some amazing goals, has a team behind them. And I think that there's so many people who will watch this, myself included, who will learn a lot from you. So I really appreciate your time. Thank you.

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