digital culture Archive - Page 2 of 2

Agile departments 21. March 2021

Beyond agile and agile software development

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…

Agile departments 21. March 2021

Agile sales and agile sales

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,…

Agile departments 21. March 2021

Agile product development and agile research

In the context of rapid technological change, especially in the field of automation and information technology, as well as the ever increasing networking of man and machine, the Industry 4.0 before major socially relevant challenges. Challenges that can only be met with innovative, agile methods. Specifically: On the one hand, the development phases for new products must be kept as short as possible, on the other hand, there must be a high degree of permeability for feedback, which, in combination with agile research and development, can quickly respond to any necessary changes in the market and society. Lean startup As early as 2011, Eric Ries showed in the illustration above that precise future planning for a product is no longer possible. Rather, today’s times require a quick release of the respective product in order to be able to collect data after the market launch that can flow into the further…

Work 4.0 21. March 2021

Agile HR

HR (Human Resource) describes the “totality of performance potential (performance reserve) that is made available to a company by its employees” (Gabler Wirtschaftslexikon). The skills of the individual employees are decisive for the success of the company and form the supporting framework of the respective company. HR management (HRM for short) or HR marketing is therefore a crucial discipline that is of significant relevance for the sustainable success of a company. In order to find agile employees, on the other hand, you need agile HR – that is, personnel marketing and personnel recruiting that does not react, but rather acts purposefully, flexibly and actively on current economic conditions. Agile HR can therefore refer to both agile human resources (the agile employee) and agile HR management. In this case, the latter is treated under the term. Agile HR for the company You probably know job advertisements with titles like “Agile Software…

Digital leadership 21. March 2021

What is digital leadership and how can it be implemented?

“Digital leadership is a scientific approach to defining the tasks and tools of leadership in times of digitization in general and in phases of transformation into digitization in particular.” This definition can currently be found at Wikipedia . In the course of my research, I examined the term with over 60 executives. For me (Lindner 2019) the term is defined as follows: “Digital leadership is a cross-sectional competence as well as a collective term for various methods, theories and tools that describe leadership and, in particular, leadership competence in the digital age” But what exactly is different about this tour in the digital world. Already that Research project of the Crisp noted the following: A number of high expectations are projected onto the new generation of executives. In addition to a large number of desired characteristics, the digital leader primarily maintains a constructive and continuous exchange with his own IT…

Digital change 21. March 2021

From the age of knowledge to the digital age

How often do you look at your smartphone per day without it ringing? Even during working hours, we find ourselves regularly checking our display for new messages, whether it is flashing or not. But why do we feel this need to pick up the “phone” without being called or receiving a message? (Source Hubspot ). Many outside of Generation Z know a time before the smartphone. But how has our society actually changed from the age of knowledge to the digital age? The age of knowledge Meanwhile, a new age has arrived: the knowledge and service-oriented society. Above all, different and inconsistent processes are in the foreground. Today’s customers want individual advice, depending on their particular starting situation. A complex world with almost unmanageable access to innumerable sources of information requires knowledge workers (so-called “knowledge workers”) who work together to find tailor-made solutions (source: Adesso). That’s how he defines Blog…

Agile organization 21. March 2021

What is a #digitalfactory or a #digitalLab

When I got the current edition of the Handelsblatt opened, I saw the headline: “Deutsche Bank: Digital factory with 400 experts starts 2016 in Frankfurt”. At that moment, my first thoughts that crossed my mind were: What actually is a digital factory? The article itself provided the first approaches: the bank’s own research and development as well as investments of 750 million euros for digitization in private and corporate customer business by 2020. Digital factory = digital factory? At first I investigated whether there was a connection between these terms and actually couldn’t come up with a common denominator. A digital factory is: Generic term for a comprehensive network of digital models and methods, including simulation and 3D visualization. Its purpose is the holistic planning, implementation, control and continuous improvement of all essential factory processes and resources in connection with the product (Wikipedia). In the interests of the Deutsche Bank,…

Digital leadership 21. March 2021

What is digital management?

The megatrends of our time are called loud Heap Complexity, Globalization and Demographics. 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. Furthermore, the magazine sees the backgrounds of these trends as diverse. On the one hand, the digital transformation ensures a high speed and complexity and makes events hardly predictable. On the other hand, the war for talents ensures high fluctuation in companies and great difficulty in getting skilled workers into the company. But what does digital transformation change in the context of management? Success factors of the future – digital management Networking, openness, agility and participation are loud another article by Haufe the success factors for digital management. The complexity of digital transformation requires information to be…