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Image source: https://rcphotostock.com – © rcphotostock ( 7989 ) In the financial industry, digital transformation is not just a question of technical progress. There is much more to it. Financial institutions need something that enables them to achieve true digital transformation, and that means a lot more to do than bombard users with notifications from cutting-edge mobile apps. We have to keep in mind that the focus of digital transformation is not only on technology, but also on user experience, opportunity, speed and efficiency. True digital transformation is based on technology, but also requires a culture of agile banking, so it is in the GFT blog . But what is such a culture of agile banking and how can such a bank implement this? First I show the changed framework conditions of the banks and then a few recommendations for action. In particular, methods of what agile banking can look…

Requirements management or requirements engineering describes “the engineering definition of the requirements for a system; in system analysis related to computer-aided (computer system) business information systems, in software engineering to software products. ” (Gabler Wirtschaftslexikon) A management discipline that, as agile requirements engineering, is always in demand wherever complex systems are developed in processes that are strongly based on division of labor. One of the main tasks of requirements engineering is first of all to use the representation to determine the respective requirements profile – also known as requirements analysis. These determined requirements are also documented. In this context, agile requirements engineering requires that knowledge be actively imparted to the team. When checking and coordinating the requirements, the RE must plausibly and conclusively prove the correctness of the requirements. As the last core activity, Chris Rupp and the SOPHISTs (2014, p. 14) describe the administration of requirements. Parts of the…

The Gabler Wirtschaftslexikon defines controlling as: “… sub-area of the corporate management system, the main task of which is the planning, management and control of all corporate areas.” In the context of an agile company, however, controlling has to reinvent itself to a certain extent. In this article, I would like to give a small preview of which approaches already exist and which questions still need to be clarified in the future. Role of controlling The presentation by Roman et al. (2014, p. 47) clarifies the new role of the agile Controlling. The discipline no longer acts in isolation as a single unit, but acts closely with management. This means that agile controlling in modern, agile companies is not only responsible for precise, customer-oriented reports, but also takes on coordination, moderation and decision-making role that is more oriented towards traditional management than before. Boundaries are softening and the different roles…

The Gabler Wirtschaftslexikon defines controlling as: “… sub-area of the corporate management system, the main task of which is the planning, management and control of all corporate areas.” In the context of an agile company, however, controlling has to reinvent itself to a certain extent. In this article, I would like to give a small preview of which approaches already exist and which questions still need to be clarified in the future. Role of controlling The presentation by Roman et al. (2014, p. 47) clarifies the new role of the agile Controlling. The discipline no longer acts in isolation as a single unit, but acts closely with management. This means that agile controlling in modern, agile companies is not only responsible for precise, customer-oriented reports, but also takes on coordination, moderation and decision-making role that is more oriented towards traditional management than before. Boundaries are softening and the different roles…

In research, software tests are the area that is closest to IT development. The area of software development is also increasingly defined by the Scrum principle, which of course has an impact on testing as a management discipline. In this article I would like to describe in detail what these effects look like and go into this in more depth in my research. Baumgartner et al. (2013, p. 3) show in the figure above that Scrum one process for all roles Are defined. In the picture you can see how this one process combines the roles of the project manager, requirements engineer and tester. “Test” as a discipline no longer exists in isolation from Scrum. Rather, like the other roles, the tester becomes part of the overall agile process. In the representation of Baumgartner et al. (2013, p. 101) we see how the role of the new, agile tester is…

In research, software tests are the area that is closest to IT development. The area of software development is also increasingly defined by the Scrum principle, which of course has an impact on testing as a management discipline. In this article I would like to describe in detail what these effects look like and go into this in more depth in my research. Baumgartner et al. (2013, p. 3) show in the figure above that Scrum one process for all roles Are defined. In the picture you can see how this one process combines the roles of the project manager, requirements engineer and tester. “Test” as a discipline no longer exists in isolation from Scrum. Rather, like the other roles, the tester becomes part of the overall agile process. In the representation of Baumgartner et al. (2013, p. 101) we see how the role of the new, agile tester is…

Agility has long been a fundamental part of IT and there is actually no more non-agile software development. Agility is now also expanding outside of IT. A related article about agile departments outside of IT already exist. But since agility was established, the question has often arisen: What will “Beyond Agile” come up with? Agile in the Waterfallworld In my Master thesis (Lindner 2015, p. 24) I have already researched the initial situation of agile departments and found that an IT department often has to react flexibly to typical waterfall customers and that agility stops after IT. In the current research project a year later, I notice that agility is slowly leaving IT. But IT departments will still have to react flexibly to each customer. So this has to be an important trait of the next level of agility. You can find a whitepaper: Agile team teams in waterfall organizations…

Agility is widespread in software development. But how can the term “agility”, which is also described in business terms with flexibility, be transferred to sales? Let’s take a look at the definition of sales first. The Gabler Wirtschaftslexikon says: “Sales mainly includes the sale of goods; distribution of goods (logistics, marketing logistics), control of the sales force organization and maintenance of the relationships between a manufacturer and retailers or, in the case of direct sales (direct sales), to the end customer. Newer approaches emphasize the great importance of customer management in the context of sales. It should be noted, however, that sales departments in companies often focus on existing customers without the flexibility to tackle new projects and ideas within the department. Often with fatal consequences: If a major customer breaks away, this often means economic difficulties for the entire company. If sales, instead of managing the existing customer base,…

Production is “the process of the targeted combination of production factors (input) and their transformation into products (products, output)” (Gabler Wirtschaftslexikon). So far, so good – but how do you turn standardized production into agile production? Ultimately, increasing market volatility and growing uncertainty force manufacturing companies to steadily assimilate their own production concepts to changing conditions. Industry 4.0 is intended to represent the fourth industrial revolution: Smart, digitally networked systems ensure automated production. But it’s not just cyber-physical systems which “upgrade” the still largely existing Industry 3.0. AGILE production and new business models Kaufmann (2015, p. 12) shows an initial trend with regard to agile models: The focus with this approach is not exclusively on intelligently communicating machines, but on a fundamental adaptation or even realignment of the (existing) business models. Above all, adapted products and shorter delivery times are taking a step towards agility. The main focus is on…

Agile methods such as Scrum create paradigm shifts in companies and thus revolutionize their own corporate culture. Own beliefs and behaviors, such as ” that’s how you do it “are questioned. At the same time, the door is created for more transparent structures in which employees can contribute more. Accordingly, classic positions are transformed into modern roles in agile companies. Management plays a key role in the successful installation of agile methods. So that executives who have received little attention to date with regard to the introduction of agile methods do not stand in the way of such a revolution, modern managers need a clearly drawn, new picture of their own future role within agile entrepreneurs. The modern manager The figure from Appelo (2010, p. 370) shows the modern, agile manager as a being with many eyes. In order to act successfully, the manager directs his or her own focus…

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