Christoph Schmiedinger

Complex topics and challenging technologies? Christoph Schmiedinger is especially comfortable in these areas. He developed, among other things, digitalization strategies for large banks in Germany and Austria, and provides hands-on support for the transition from a traditional to an agile company. This native Austrian has worked with agile methods for almost ten years and has gained exceptional expertise in agile transitions and scaled projects, as well as in continued development of ERP and safety-critical systems. He shares his knowledge on these topics in trainings and as a speaker at various conferences.

Christoph Schmiedinger is a great example of how being goal-oriented, open and humorous is the best combination. He also enjoys working with people from various cultures. For Christoph, commitment is one of the most important agile values because he appreciates the trust that is placed in him.

Training

  • Master in Technical Management (MSc)
    University of Applied Sciences Campus Vienna
  • Bachelor in Electronics & Business (BSc)
    University of Applied Sciences Technikum Vienna
  • Master of Business Administration (MBA)
    ESADE Business School, Barcelona

Business languages

  • German
    Native Speaker
  • English
    Fluent

Focus

  • Agile transformations and organizational development
  • Large scaled agile setups in and outside of product development
  • Executive and management coaching
  • Agile methods in the safety-critical area
  • Industry know-how: Banking, telecommunication and energy industry

Further education

  • ScrumMaster & Product Owner certified by borisgloger
  • Certified Scrum Product Owner®
    Scrum Alliance
  • Agile Coach certified by borisgloger
  • Certified SAFe® 5 Program Consultant (SPC)
  • Certified LeSS Practitioner®
  • Leading Professional Service Firms
    HBS Executive Education
  • Professional Facilitator
    Kommunikationslotsen
  • Projektmanagement IPMA Level C

Whitepapers

Status Quo Agile Banking

In recent years, many institutions have therefore launched extensive agile transformation programs - in parallel or in addition to their digitization initiatives. These transformations have already reached an advanced stage and, judging by the annual reports, are likely to have paid off.

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Spotify As A Role Model? What You Should Know Before You Copy Their Organizational Model

Read this whitepaper to learn why you should carefully consider a copy-paste strategy on the path to an agile organization.

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The Roadmap to a Customer-Centric Agile Organization

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.

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Digital Agile Transformation: 3 Approches to the Future

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.

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The 7 Success Factors for Digital Labs

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?

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