Arie van Bennekum
Thoughtleader, Co-Author of Agile Manifesto, Wemanity Group, Netherlands
Arie van Bennekum is one of the authors of the Agile Manifesto and Thought Leader. He is a pragmatic who embeds his pragmatism in structure, discipline and common sense. This eventually led to becoming one of the authors of the Agile Manifesto and an expert in the area of Agile Project Management, team facilitation, agile techniques and user involvement. Believing in his team, facilitating them to reach their best combined with end user involvement, have his focus when he speaks, presents, demonstrates and lectures about agility.
Today, as Wemanity’s Thought Leader, Arie focuses his energy on leading agile transformations for large international corporates and on researching better ways of integrating agile. Arie also is Chair of the Agile Consortium International, lecturer at universities and keynote speaker at conferences.
Arie is a pragmatic who embeds his pragmatism in structure, discipline and common sense. He has done this from his very early days in the health care and the military forces up to where he is today. This eventually led to being one of the authors of the Agile Manifesto and expert in the area of Agile Project Management, team facilitation, Agile techniques and user involvement.
Over the years Arie has become an expert in international Agile transformations. He has developed models for organizational competencies, the transformation process, coaching types and other topics which facilitate an Agile transformation, a not so easy job. He has created a team around him of highly skilled Agilists with various profiles from technical development coaches to psychologists to support the human and organizational aspects of the transformation.
Believe in his team, facilitating them to reach for their best combined with client and end user involvement has his focus when he speaks, presents, demonstrates and lectures about Agile as thought leader of Wemanity, lecturer at Universities and presents at conferences.
THE COMPLEXITY IN THE SIMPLICITY OF AGILE
Changing people is impossible. People will only change when they can see there own motivators to do so. If so, what does it take to change a complete organization. What is the approach? How do you start, how do you move on once you have started and most of all, how do you sustain that change? A story on approach, co-creation of a new organization and its internal dynamics, its metabolism…