LENA JESSEN AND CHRISTOPH SCHMIEDINGER
This whitepaper provides reflections on holistically transforming companies in the German automotive sector.
Just like with agile ways of working, agile learning is about dealing with complex requirements through teamwork. This whitepaper provides leaders, staff development professionals, agile coaches, and anyone who wants to implement agile learning within their organization, with information on how to create an environment that enables all those actively learning to reach their individual learning objectives that are in line with the organization’s goals.
In this whitepaper, you will find out how this model works and what you should consider if you want to implement a similar model.
There have never been as many individual living situations in our society as there are today. Such a colorful mix does, however, result in a variety of requirements in terms of insurance products.
In this whitepaper, you will read about ecosystems in the insurance sector, how microenterprises can support these networks, and how microenterprises can be set up.
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.
Carsten Rasche AND Christoph Schmiedinger
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.
Carsten Rasche AND Lucia Stiglmaier
Agility in a company isn’t only about how products are developed. Instead, agility is predominantly about how employees communicate with each other across all hierarchies, and how they contribute to the organization’s processes. The traditional annual employee performance review is one
of the most important tools when it comes to defining one’s own targets and bringing them in line with the organization’s objectives. Previously, employees were little more than recipients of imposed targets and merely gave their consent—maybe suggesting a few small amendments. Agile employee performance reviews are significantly different, both with regard to who conducts them and how they are carried out.
This whitepaper shows you how an agile employee performance review can be carried out and provides a simple tool which individuals can use to prepare for the review.
“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.
A jolt is going through the German corporate landscape. Whether automotive, banking or mechanical engineering: companies in all industries are undergoing the transformation to an “agile organization” – at least they are trying to meet customer needs faster and with higher quality through agile product development. The first ripples are also being felt in the pharmaceutical industry: corporations are affording themselves generously equipped innovation centers where the future of the company can be rethought in an unconventional way under the auspices of digitization. What is taken for granted there: agile working.
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…
An ERP system is no less than the backbone of a company. As a reflection of current business processes it is intended to support work flows and help keep them efficient. Seen from a functional point of view ERP systems offer countless possibilities. But it is also a fact that they rank among the most sluggish and, at the same time, most cost-intensive architectures in the IT landscape of a company. Should a company wish or have to adapt to changes on the market, the highly branched ERP giants…
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? …