Transforming a traditional company into a modern, resilient, and adaptable organization is not simply a question of introducing so-called “agile” methods. Task boards and daily scrums will not make a company more successful in the long term as long as the underlying traditional mindsets, whereby instructions are given and followed, remain unchanged. For a company to become sustainably successful, it needs to both permit and encourage employees to think and act in an entrepreneurial manner. If everyone puts the same level of commitment into their business units as they would into their own company, they become intrapreneurs—intra-corporate entrepreneurs. This means that they make decisions autonomously, assume responsibility, take risks, and make plans for the future. As such, they sustainably transform the organization from within.
Organizations usually gain their ﬁrst experience with agile ways of working at the team level: either through the impetus of individual teams that want to try out a new way of working or through ofﬁcially (top-down) created agile pilot teams. The initial phase is often ambivalent: The euphoria of the proponents is pitted against the concerns of the skeptics – and that is precisely why the learning curve is very steep. Everyone concerned and, not least, management gain a sense of the beneﬁts, but also of the challenges associated with cross-functional teams, short development cycles, ﬂat hierarchies and self-organization. However, organizations cannot operate with isolated pilot teams forever, as this would give rise to too much friction with other areas.
Customers’ calls for adaptive insurance models and digital services are getting louder. “Usage-based insurance” reveals the underlying idea: why pay for ﬂat-rate risk coverage if my individual risk is measurably lower? This development is enhanced by the Internet of Things. However, it presents insurance companies with their biggest hurdle yet: they need to become technology companies that keep their ﬁnger on the pulse.
“We want to convert to the Spotify Model” – this is a request we have received many times in the last two years. The Swedish music-streaming platform is the epitome of a new, agile company. Even though Spotify only started turning a profit in 2018, their structural setup from 2012 seems to answer the question from companies across the world about how to build an agile organization.
Today, turning a company into an agile organization is a stated goal at many upper management levels. There is not, however, a single correct way to achieve this goal. The “why” for an agile transformation should first be clarified and then an appropriate strategy be designed. These strategies can be essentially summarized into three approaches: Lighthouse project, spin-off and radical transformation. In this whitepaper, you will learn what is involved with each approach and the advantages and disadvantages of each.
Digitisation has now gained ground in even the most conservative sectors. Today, the question is no longer whether there will be changes, but what the scope of these changes will be. Anyone wishing to be among the winners of digitisation must act – but how best to deal with it?
One successful way is bundling digital initiatives in separate units largely independent of the parent organization…
Engineering expertise is the export hit of German, Swiss and Austrian enterprises. Development-intensive branches such as mechanical engineering, the automotive industry, medical technology and electrical engineering are key mainstays of the economy across Europe. However, global competition is catching up: shorter innovation cycles are called for, development projects must be completed faster, more economically, but nevertheless, in the same high quality. Agile management…
Medical technology has never lacked revolutionary ideas. Yet, cost pressure and new international competitors in the healthcare sector make shorter development cycles inevitable, even for this highly innovative industry. Many companies have to ask themselves, how, under current regulatory frameworks, product development can be faster, less cost intensive while still providing premium quality products? …