agile companies Archive - Page 3 of 3

Agile organization 21. March 2021

Sustainability of companies? Sociocracy, Holacracy or Democracy?

Sociocracy, democracy and holacracy are currently on everyone’s lips. According to some media and journal papers, the three concepts are intended to represent the future of companies and could represent the next form of Company evolution after Laloux represent. However, it is not clear which one will really prevail and whether one will prevail at all. Below we will explain the advantages and disadvantages of all three models. The sociocratic enterprise and sociocracy Sociocracy (Latin: socius: companion and kratein: to govern) assumes that all parties involved are the same when it comes to managing decisions in a company. A decision is made as soon as there is no longer any serious counter-argument. The method therefore requires self-motivation, a cooperative togetherness and personal responsibility. In accordance with the Management Y principle, it also aims to ensure that employees “feel good” and therefore strive for self-realization in the company. Management X means…

Digital leadership 21. March 2021

Agile leadership in digital transformation

To manage “Means in English” handle “, but also ” accomplish ” and ” conduct “. Agile leadership starts exactly at this point and defines the agile manager. Especially in times of digital transformation, it is important to lead employees accordingly “digitally”. But how does it work and what approaches are there? Agile leadership is often referred to as digital leadership. One Article on digital leadership is already on my blog. Agile leadership is behavior I found a great approach in the book by Gloger and Rößner. According to the authors, so-called “stars” are to be formed in the organization. These stars should “lead themselves” while managers should establish a “culture of success”. The author also includes a “culture of failure” and “allowing mistakes” to be part of this. The company is also characterized by a voluntary structure. That means everyone is voluntarily in the company and also gets involved…

Agile organization 21. March 2021

Agile scaling in companies

Agile scaling in the company – but how? Since the introduction of agility, we have been trying to scale it. The first step towards agile scaling was taken with Scrum of Scrums. Subsequently, a large number of agile evangelists began to think about solutions for a company-wide scaling of Scrum and wrote very exciting books and approaches from 2010 to 2016. LESS, DAD, SAFe? Is it all just marketing? It all started with the SAFe Framework by Leffingwell (2010). The magazines reported about this framework as being very bureaucratic and inflexible. Leffingwell has greatly improved this framework to date and releases new versions every year. More information is available in his new book . IBM then wanted to scale agility and, with Ambler and Lines in 2012, created Disciplined Agile Delivery, a collection of many best practices that were introduced in 2012 have been published as a book . In…

Digital change 21. March 2021

Digital transformation and agility

Digital transformation is one of, if not the greatest, challenge for companies in every industry. It is only a matter of time before this will find its way into every unit of business. Along with this trend, the dynamics and complexity will increase significantly. Expectations will change suddenly and companies will find themselves in a field of tension between traditional value creation and new digital business models. In order to master these challenges and overcome the hurdles, companies have to reinvent themselves. Above all, the necessary structural change in companies will be the greatest success factor in countering the challenges and the speed of digital transformation. Agility is becoming an increasingly important topic in the course of digital transformation and has long been a major feature in many areas, including outside of IT. Complexity and dynamics are counteracted with self-organization and resilience. Executives become servant leaders and companies act in…

Digital leadership 21. March 2021

Leadership in agile companies is more agile

We are now an “agile company” and we want to lead in a more agile manner! One hears this sentence very often from German managers. As Nowotny says in his book “agile companies – only what moves can improve”: We conjure up the spirit of Silicon Valley and break up the gray layers of clay in the company. A rethink should take place, away from philistinism. Everyone should get involved and the “German fear” should be taken away. But why are we doing this and are we doing the right thing at all? Companies move, because only what moves can change or what do you mean? Apparently this thesis is correct, because former startups such as Tesla, Amazon and Apple, which are now global corporations, make established corporations such as Daimler, VW, DHL and Rolex sweat (Nowotny 2016, p. 23ff). A vehicle development in just three hundred and sixty days…

Agile departments 21. March 2021

Agile management

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…

Digital leadership 21. March 2021

What is the difference between digital leadership and agile leadership?

Digitization was undoubtedly one of the trending topics in the past year. Contrary to what the talk of the trend suggests, digitization is anything but a temporary phenomenon – it is rather a so-called megatrend: a long-term development that shapes all areas of social life (Source Heap ). In order to implement this, the collective term “Digital Leadership” was formed. Continued to pose Heap the following: Never has the market demanded innovations, solutions and methods so quickly, never has the need for skilled workers been higher and never has work been carried out so closely across borders and time limits. This presents managers with new challenges in personnel management. One possible solution is: agile leadership. So there is agile leadership on the one hand and digital leadership on the other. But what is the difference and which of it is currently optimal in the digital transformation? Agile leadership For executives,…

Consulting 21. March 2021

Consulting Y – agile IT service provider – agile consulting?

When you hire a service provider, you want them to be on hand with help and advice. Lately I’ve been reading articles a lot, but they criticize the fact that consulting often provides too much advice instead of action. Specifically, the criticism means that too much theory is sold at a high level and too little real advice takes place. This criticism hits IT service providers particularly hard. So shows Nicolas Kittner this in a quote on: The problem with most consultants is that they are only consultants. They are on a meta-level, everything is macro, nothing micro. It’s about trends in the market, about processes, about structures, about price models, about business plans and brand strategies. But consultants need to know the micro, they need to know how to turn an e-commerce strategy into a shop, how to build a prototype from an idea, how to develop a product…

Agile organization 21. March 2021

White paper: Agility in the management of small and medium-sized companies

The digital transformation is one, if not the biggest, challenge for companies in every industry (Laïfi & Josserand 2014). It is only a matter of time before it will find its way into every unit of companies (Lyytinen et al. 2016). Furthermore, trends such as big data and the fourth industrial revolution are being taken up by companies and, together with the digital transformation, pose further challenges for companies (Kaufmann 2015) such as greater complexity and dynamism in markets and companies (Pfläging & Hermann 2015). One approach to mastering this could be the “structural change” of companies (Gloger & Margetich 2014; Laloux 2015; Robertson 2015). The exact implementation of this “change” is currently a controversial topic. Several approaches for a “structural change” emerge in the literature. The basis of the considerations are the theoretical considerations of Laloux (2015), who interprets “evolutionary” structures as sustainable. Anderson & Uhlig (2015) and Nowotny…

Agile organization 21. March 2021

What could agile or digital organizational development look like?

In times of digital transformation, the buzzword restructuring is on everyone’s lips. For the workforce, this means more pressure and fear of losing their job. “I was brought in to restructure here” is what many bosses say. Even I am currently experiencing constant change in my professional life. But change doesn’t have to be bad, because as in the 3. Round table has been said: People are not fundamentally against change. They just don’t want you to be changed. So it is not important to change people through cost savings or more pressure, but to adapt the organization to the workforce. Many magazines are currently talking about agile and digital organizational development. In the article I will try to describe both terms and see how such an organizational development could develop. [yop_poll id=”13″] Agile organizational development Agile organizational development should provide an answer to how it is possible to break…