There is one thing that Arved Weidemüller noticed again and again in classic project management: Things happened differently than planned. As compared to extensive bueracracy-free development projects, which should overcome misunderstandings, there was less planning done in detail and instead interative results delivered according to a clear vision. This different approach is called Scrum and Arved Weidemüller found a framework for what was important to him in a project: cooperation, communication and a clear, customer-oriented vision. In Arved Weidemüllers view, a clearly defined “Why?” will be more successful than a reflex questioning about due dates and costs.
With his broad experience in Construction Management, Arved Weidemüller can quickly find a connection to people at all levels of hierarchy and is able to create new connections between them. He sees it as his duty to create a mutual intention with which real change is made possible.