As a leader, you’ve heard the impossible list: focus on what’s vital, BUT also hit every business commitment, slash tech debt, maintain quality, reduce costs, and—while you’re at it—pioneer the next big innovation. When everything is a priority, nothing is.
Through the lens of a real-world leadership journey, I’ll show you why one clear goal is more powerful than ten distractions, and how you can reclaim your team’s focus to deliver what actually matters.

At SmartRecruiters, we have been experimenting for the past two years with regrouping within structural boundaries as a deliberate operating mechanism.This session is based on our experiences with regrouping and explores how and when reorganize people around work intentionally,  without collapsing into chaos or eroding accountability.

Regrouping will happen. The real question is whether it happens reactively or by design; as disruption, or as a conscious element of organizational architecture.

Teams form, dissolve, merge, split, and evolve in response to learning, architecture, and strategy. Yet dynamic reteaming carries real costs: increased cognitive load, social reset, temporary productivity dips, weakened domain memory, and identity disruption. Stability is not free, but neither is fluidity.

In the first 15 minutes, I will:

• Clarify terminology (regrouping vs. reteaming vs. reorganization),

• Share patterns and lessons learned from our two-year experience,

• Surface trade-offs we encountered between adaptability and system coherence.

The remaining 30 minutes will follow a structured Lean Coffee format. Participants will propose and vote on discussion topics, enabling us to explore practical tensions experienced in our organizations.

The intent of this session is not to advocate for constant fluidity nor rigid stability. Instead, we aim to elevate regrouping from an ad hoc managerial reaction to an explicit organization design decision. It will be a structured exploration among practitioners navigating the trade-offs between stability and adaptability in real systems. If your organization is wrestling with these tensions, this conversation is for you.

Ilona Pietrzak is a neuroscience enthusiast, certified neurodidactics specialist, and passionate Agile practitioner working as a Scrum Master. She supports trainers and Scrum Masters in designing interactive, brain-friendly workshops and meetings that genuinely engage participants. With a background in medicine and a fascination with how the brain learns and adapts, Ilona translates neuroscience insights into practical strategies for learning and collaboration.

One grey February afternoon, I watched half my team walk into an office and never come back. Four people. Gone. As the Scrum Master, I stood frozen, asking myself a question I wasn’t ready to answer. In the weeks that followed, I discovered something uncomfortable: we had been performing effectiveness rather than being effective. We had all possible charts, polished Sprint Reviews, and stakeholders who nodded approvingly. We had all the metrics that said we were doing fine. But we didn’t have the one number that actually mattered—and when I finally found it, I couldn’t look away. This talk is not about doing more with Agile. It’s not another framework, another practice, another thing to add to your already overflowing backlog. It’s a story about subtraction. About what happens when a crisis forces you to strip away everything that isn’t essential—the zombie processes, the comfortable abstractions, the metrics that make us feel busy while the business decides whether to keep us alive. About a question so simple it replaced a hundred backlog items. If you’ve ever suspected that your team’s “momentum” might be a story you’re telling yourselves, this talk is your mirror.

Żyjemy w czasach wszechobecnej presji na kompresję. Oczekujemy, że rzeczywistość – podobnie jak plik MP3 czy JPEG – będzie lekka, szybka i dostępna natychmiast. Mogłoby się wydawać, że zwinność, ze swoją obietnicą adaptacji będzie w takich okolicznościach idealną odpowiedzią.

Jednak w zderzeniu z kulturą, w której nie ma cierpliwości do złożoności a wyników oczekuje się “na wczoraj”, radykalna transparentność okazała się zbyt ryzykowna. Zamiast upraszczać pracę, zaczęliśmy wprowadzać mechanizmy obronne. Zamieniliśmy “dowożenie wartości” na “dowożenie statusów”.

Kultura kompresji nie zniknie. Jest już stanem domyślnym. Czas przestać narzekać na otaczające nas absurdy i wrócić do serca zwinności. W swojej prelekcji pokażę, jak odzyskać przestrzeń do zadawania niewygodnych pytań zamiast dostarczania wygodnych odpowiedzi. To nie naprawi magicznie systemu. Ale odda ci sprawczość.

Your Habits Don’t Just Create Results; They Create Your Identity”
Core Premise This presentation explores the psychological bridge between daily routines and
self-perception. Traditional self-improvement often emphasizes outcome-based goals (e.g.,
losing weight or earning a promotion), which frequently leads to burnout or “yo-yo” behavior
once a goal is met. However, the most sustainable form of change is identity-based, where
habits serve as the primary mechanism for redefining who we are.
Key Themes
● The Three Layers of Change: A conceptual breakdown of behavior, moving from the
superficial (Outcomes) and the functional (Processes) to the foundational (Identity).
● The Voting Metaphor: An analysis of how individual actions function as “votes” for a
specific type of person. This perspective shifts the focus from perfection to a “majority
rule” of positive evidence.
● The Identity-Habit Loop: An examination of the bidirectional relationship where habits
provide the evidence for our beliefs, and our beliefs, in turn, make those habits easier to
maintain.
Conclusion The presentation concludes that habits are not merely tools for achievement, but
the physical manifestation of our values. By focusing on the type of person one wishes to
become—rather than the target one wishes to reach—individuals can build a self-sustaining
system of growth that outlasts any single objective.

It’s not what you say, it’s how it’s received – personality types at work 

Ever said something with total clarity only to realize it was understood completely differently?

This facilitated group discussion explores one of the most common (and costly) challenges in agile environments: communication disconnect. Using the DISC framework as a practical lens, we’ll exchange experiences, reflect on real-life situations, and examine how different behavioral styles influence the way we communicate, make decisions, handle conflict, and collaborate.

Rather than a lecture, this is a space for shared learning through guided conversation and peer insights. Because agile isn’t just about frameworks and workflows —it’s about how people understand each other.

What participants will gain:

Greater awareness of different communication styles

Practical ideas for adapting messages so they resonate

New perspectives on reducing friction and building trust

A mindset shift from focusing on intent to focusing on impact

Back to Simplicity – Solving complex problems on foot (prośba o zmianę nazwy na stronie)
We live in the world full of noise.

AI everywhere. Endless tools. Constant choices.
Meetings without creativity. Frameworks about innovation.
We are expected to be unique and creative – all the time. Yet many of us feels overwhelmed.
Messy heads. Messy backlogs. Messy organizations.
This workshop is an invitation to pause…………

No one has their best ideas after eight hours at the desk with JIRA, Excel or another tool. Insight actually shows up somewhere else – in the garden, while running … or simply walking.
Inspired by StreetWisdom, the guided walking practice, we step away from screens and routines and let the street become our thinking partner.
Bring a real question. Wear comfortable shoes. We’ll walk, observe and reflect using simple techniques that help you cut through the noise, reset your thinking, and return with a clear insight – maybe even a surprisingly simple solution to a complex problem.
No slides. No frameworks. No tools.
Just you, the street and space to slow down and think.
Come walk with us. Rediscover how simplicity fuels creativity.

*workshop will be held in Polish & English

In the age of AI, being the “all-knowing leader” is becoming a form of technical debt – it slows things down and stifles the very talent you hired to innovate. When fresh ideas are met with a “no, because that’s why,” a team of creators quickly turns into a group of order-takers. In this session, we’ll talk about how to trade the expert mask for the role of a “curiosity navigator.” You’ll learn how to ask the kind of questions that unlock true agency and replace corporate stagnation with authentic human relations. Let’s look at how letting go of the need to be right can help you build a team that’s actually ready for the future.

I’d like to share simple lessons I learned in theater and in coaching that can improve one’s meetings. We tend to forget that to achieve this, we do not need complicated processes; we sometimes simply lack presence, no more, no less.

Too many changes, too little impact?
In fast-moving orgs, change often feels like noise: endless initiatives, half-baked rollouts, and burned-out teams tired of “new shiny improvements”. In this talk, Alena Hlekava and Olga Kachalova will introduce a practical Change Management Framework designed for organizations – lightweight, participatory, and laser-focused on impact. They’ve developed, piloted and successfully launched it in TaxDome SaaS company, got tons of lessons learned and are happy to share!
You will walk away with a clear, repeatable structure to propose, pilot, and scale meaningful changes – without chaos or fatigue.

What if your team stopped half of its meetings for six weeks?
NEO is a lightweight, time-boxed experiment for Agile teams that feel slowed down by coordination, process friction, and meeting overload. Instead of adding more practices, NEO simplifies how teams work: async-first updates, protected focus time, demo-centric alignment, and lean tooling.
NEO does not introduce new frameworks. Instead, it reframes ways of working as testable hypotheses. If the experiment improves learning speed, clarity of outcomes, and team focus, teams can adapt what works. If not, they revert.
This talk shares the principles behind NEO, the conditions under which it is effective, and the lessons learned from treating the process itself as something we are allowed to inspect and adapt.

Agile roles are shifting, and many Scrum Masters are starting to feel it. More and more organizations expect support beyond a single team — things like coordinating delivery across teams, working with stakeholders, and influencing outcomes at a broader level. But why is this happening? Is it business demand, pressure from leadership, or simply a change in job titles?

In this session, we invite Agile Swarming participants into an interactive discussion about how organizational needs are reshaping the Scrum Master role in practice. Together, we will explore what people are really experiencing in their companies and in the wider market — what stays aligned with the Scrum Master accountability, what is evolving into other roles, and where tensions start to appear.

As a context setting we will share our experience from Pegasystems, where Scrum Masters transitioned into Agile Delivery Leads as part of a broader organizational shift.

By the end of the session, participants will have a clearer picture of how the Scrum Master role looks today, what forces are shaping it, and what this means for their own role and career path — with practical insights they can take back to their teams and organizations.