He is an expert with big ”E”. Agile Superman and a fantastic Coach.
He is Miljan Bajić.
We’re sure of one thing: Miljan Bajić is one of the greatest business professionals in the world. For reason, he’s recognized as an expert in Agile and one of 50 professionals in the world that holds both Certified Enterprise Coach (CEC) and Certified Scrum Trainer (CST) from Scrum Alliance. First, he’s an Agile coach, trainer, facilitator, and consultant. He has more than 15 years of experience as an organizational change leader and in his career, he supported several organizations in their Agile and Lean transformation journeys. Also, he helps organizations, teams, and individuals collaboratively design systems that combine lean thinking and agile approaches to deliver maximum organizational effectiveness.
His education is extraordinary. Miljan received his bachelor’s degree in Computer Information Systems and Communication from Bryant University and has an MBA from the University of Southern New Hampshire. Miljan is on the path to CSP Educator through Scrum Alliance. Besides that, he holds CST, CSM, CSPO, CSP, CTC, CEC, PMP, and PMI-ACP designations.
Miljan is also a frequent speaker having participated in many international conferences and Agile events in Europe and the United States. He teaches Agile Leadership and Process Improvement at the University of Southern Maine and Organizational Change at the University of Southern New Hampshire. Also, he’s very active in Agile Maine, Agile Boston, and Agile New England communities.
At the moment, Miljan is preparing his first book Wicked Leadership in order to better explain the main aspects of Agility and ways to become a real Agile Sensei.
For more information visit: www.milimax.com or Miljan’s profiles on LinkedIn and Scrum Alliance.
“Four Lenses of Agility”
There are problems that have solutions, and there are problems that can only get better or worse.
Some problems are so complex, entangled, and multifaceted that we cannot approach them alone. They change and morph as quickly as our ability to understand them. They are most commonly known as wicked problems, and we need a new way to approach them. Urban planner Horst Rittel used the term wicked problems in the 1960s to describe problems that spring from many diverse sources. Rittel observed that there are a set of problems that cannot be resolved with traditional analytical approaches. He described wicked problems as emergent, evolving, shifting, and often without one right answer.
The COVID-19 pandemic can be best described as a “wicked problem”. Wicked problems are complex by nature and ones where the relationship between cause and effect can only be considered in hindsight. The challenge for leaders in making sense of a complex, contradictory, paradoxical, or ambiguous problem has been made even more difficult by advances in technology, big data, globalization, and cultural change.
In this session, we will discuss how wicked problems require reframing and expanding leadership competencies.