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"Agility is the ability to both create and respond to change in order to profit in a turbulent business environment." (Jim Highsmith, co-author of the Agile Manifesto, 2001)
The expectations that companies have of agility tend to be: We become more adaptable, faster and more creative, (corporate) resilience increases – in short: Our business model can better assert itself on the market. The new buzzword: business agility. Precisely, agile transformation is intended to shorten the time-to-market, to re-accelerate the realization of complex use cases, and to make implementation projects more cost-effective by shortening development processes. Scope, time, budget – agility makes it possible to finally implement projects within the planned framework.
But the reality often looks different! Why does "agile" not work like this, even though "everything" has been done right? Not all pitfalls are as obvious as in the picture here:
The goal of this training is to understand where and why the impact of the new "agility" falls by the wayside, how a shift in perspective promotes movement, and how to create greater impact with your own actions.
With our training "Business Agility or the pitfalls of agile transformation" we would like to share our extensive practical experience and knowledge from "genuine" agile project work with you.
In this interactive training, we specifically address the following areas, pitfalls and challenges in daily work:
|1. Value chain and innovation management in your own business model/company|
|2. Diversity of projects, agile undertakings and portfolio management|
|3. Throughput of innovations|
|4. Increase throughput through conducive cuts ("batch sizes", "delivery early and often")|
|5. Self-organization and decisions|
|6. Impact of lessons learned and acquired agile mindset|
|7. Value orientation, intrinsic motivation and social romanticism|
|8. (and last but not least): Reflection capacity as a prerequisite for change competence|
Interactive training, how does this work?
In order to address the needs of the participants as precisely as possible, the issues and challenges of the participants are collected and prioritized at the beginning. According to the ranking, the topics are discussed, impulses are provided and work is done on them in small groups. On the one hand, this approach supports the participants' own cognitive processes and thus the applicability of the impulses. On the other hand, we want to develop an idea with you where the causes for the missing effects, which one would like to have from this changeover/agile transformation, lie in your organization or where you can become effective in your function in the organization.
The training provides all participants with valuable (thinking) approaches to create greater impact in the organization through their own actions.
How do we view the topic of agility and what approach to this topic can you expect in our trainings?
Learning instead of conveying: A lot of good trainers can convey content, because they convey knowledge in the training sessions. We will enable knowledge. Therefore, we deliberately refrain from conveying information on all the topics listed above, "thus training you". We will work together interactively on your topics and then place them in their methodological context. Based on our experience we are confident that the above mentioned fields will meet their topics to the greatest possible extent. The causes of challenges are always similar.
Principles instead of rules: Once causes and context have been identified, methods can be used more effectively: Instead of being a strict set of rules, they can be applied more individually to situations with the necessary adherence to principles. Instead of a hammer, we now have a whole toolbox at our disposal, so every problem no longer has to be treated universally as a nail.
Impact instead of knowledge: Knowledge alone is not enough – to be effective, it must also be applied. Impact-oriented work means starting a process that consciously considers the impact from the very beginning: it plans, records, analyzes, embeds it in a context, and learns from the results. Although impact orientation requires a certain amount of effort, it also promises greater returns for the organization or project.
Veronika Etz (born 1962) is a senior coach for transformation and agility. She has worked in various roles in IT, as (large-scale) project manager, group manager, department manager and division manager. Veronika worked as a freelancer in strategy consulting and supported business model extensions. As a SAFe Consultant, she participated in a large number of transformation projects at various large companies. At AOE, she is co-responsible internally for the further development of the organization and works as a senior transformation consultant on customer projects. With strengths such as clarity, empathy and creativity, and her in-depth experience from the real project environment, she is able to provide effective support across a very broad range of issues.