This life, which had been the tomb of his virtue and of his honour, is but a walking shadow; a poor player, that struts and frets his hour upon the stage, and then is heard no more: it is a tale told by an idiot, full of sound and fury, signifying nothing.
A successful agile transition is a complex, long-term process that involves everyone in the organization. Agility requires systematic know-how as well as agile principles and values that are respected and practiced by everyone involved. Ideally, this starts at the top: Only when a change in the management style can be felt and seen will it be possible for the organizational culture to holistically develop.
In the last few years, we have helped companies of all sizes through this change. One thing always remains the same: Agile frameworks are able to provide orientation but can only reach their full potential when tailored to the individual dynamics of the company. Herein lies our strength. We develop strategies that fit your organization and support you on your way to becoming agile.
Thinking in digital dimensions and acting with agility go hand in hand. The success of digitalization initiatives depends on the organizational and infrastructure framework conditions: Compact teams with short decision-making processes. The greatest amount of autonomy as possible. A modern working environment. Basic knowledge of Agile in every department. Developing contemporary digital solutions means first creating the conditions to support this.
But where to begin? Preferably with “Learning by Doing”. We are convinced that there is no way around getting your feet wet. That’s why it is important to have the support of experienced consultants. We work with you to create an effective digital strategy and help you with establishing digital teams. We also make sure that the other traditionally organized departments develop an awareness for agile values and principles for a functioning cross-team collaboration.
Every company is an idea factory – under the right conditions. In an Innovation Lab, unrecognized creative potential can be developed because employees from the most diverse departments are involved in the innovation process. Thanks to agile support, ideas quickly lead to the first results. In the best case, product ideas for the company are created.
However, an Innovation Lab will only function when you also work on the organizational culture. Strict thinking along department lines, rigid hierarchy and long decision-making processes have no place in an Innovation Lab and only hinder the creative potential. Make sure you have made the necessary arrangements – we will be glad to advise you.
Why are agile processes so effective? Because small, cross-functional teams are able to work self-organized and with focus on product segments. Does agility reach its limit with large projects? No. You can also implement agile methods for a large undertaking, but these must be appropriately scaled. Nothing changes with the principles and values of agility – but the complexity increases.
Large projects are usually characterized by additional organizational levels. This slows down collaboration and increases the risk of failure. You can counteract this uncertainty with experienced guidance. In the last few years, our consultants have accompanied many large projects and helped them succeed with frameworks like LeSS, LeSS Huge and SAFe®. We know what to expect – profit from our experience!
Self-organization drives agility. That doesn’t mean, however, that agile teams do not want to be managed. Quite the opposite: Management is also important in an agile context, but a new style of management is necessary. The manager acts more as a host rather than a commander. An agile manager gives an invitation to collaborate and is effective by setting an example of agility. Thus, managers must understand and internalize agile principles and values and then be able to act accordingly.
This sounds simple at first – but it isn’t. Since our founding, we have worked on the role of management in agile companies and know from experience that you need a tactful approach to manage agile teams. Prepare yourself in the best way possible – in our practice-oriented training you receive valuable suggestions for a new, agile style of management.
All innovative product developments typically have one thing in common: Requirements and benefits have not been determined at the start. With agile methods, you can minimize this problem to a certain degree because you get external feedback early on in the process. A prototype demonstrates the most important functionality of the product in a realistic environment. This way, you recognize more quickly what works and what still needs to be worked on.
We have been able to able to observe in many companies how rapidly completing a prototype has a positive effect on further product development. Using agile methods, you can get the first results within a few weeks. Let’s discuss how we can help you.
Startups often have few resources available. The logical consequence: Right from the start, they work together with end-users and quickly produce a Minimum Viable Product without large effort. That way, they are able to illustrate the benefits to investors and determine if there is a market for the product. Instead of long-term planning, “Learning by Doing” is at the forefront of the Lean Startup method.
But you don’t have to be a Startup to take advantage of the Lean Startup method. With this method, you can react more quickly and with more flexibility to changes in the market. Trust in the know-how of the right specialists. We can show you how you to create benefit hypotheses, prioritize product functionality and keep a lean and agile product cycle.