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Agile methods of software development have quickly become the best practice solution for modern companies. Software companies in particular achieve faster and more customer-oriented results with the agile way of working. However, this way of working requires an agile environment and customers of these companies often still work in the sequential waterfall model. Both models are contradicting each other and therefore, when combined, often lead to wrong decisions, budget overruns and massive change management. Existing solutions are often not empirically proven, only to be understood as frameworks or not tailored to this special context. In the course of this work, a concept is developed which coordinates both methods as a hybrid process in order to avoid wrong decisions and budget overruns and to reduce change management. This concept is based on current literature and was evaluated with IT experts. It is also tested and evaluated in an IT service provider…

Everyone is talking about agile companies. But what exactly is agile? And: What does “agile” mean in the context of a company? I would like to try to give a first definition. I would like to emphasize that I limit myself to the definition of agility for companies. Many companies see agility as a kind of holy grail, which can solve all problems and mix the term with various things. We often hear the sentence: “We are now doing it agile!” Companies like to see agility as the holy grail that can solve all problems. What is agile Agile companies In this article I will give a brief introduction as well as a quick definition. Then I’ll go into the measurability and dimensions of agility. In order to define agility precisely, I first looked at numerous books and assigned various properties to agility. Then I provide a second definition from…

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…

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…

Organizations are in constant change. A core task of the modern manager is to carry out changes together with employees and to actively involve them in the process. Especially in times of a shortage of skilled workers and constantly changing market conditions, it is important to make a company fit for the future. this has Frederic Laloux in his book Reinventing Organizations examines the organizational development of the last 100,000 (!) Years in detail and provides information on where modern organizations should move. Reinventing Organizations In his book, Laloux gives an insight into his research on organizational development. In addition, the author even moves back up to 100,000 years. He assigned a color to each of the epochs and characterized them precisely. This is how we start our journey through time of over 100,000 years of organizational development. I will only go into the individual phases of development very briefly…

Agility is now more than just a phenomenon in IT. Agility has long established itself outside of IT, in some cases even throughout the company. The first IT service providers are trying to present themselves as agile companies and are introducing a concept called “holocracy” in the course of this. But what exactly is it all about? As part of the research too Agility in companies, I deal with holocracy as one of the Frameworks for agility. In this article, I would like to describe the principle and its relevance for agility in more detail. The agile company In principle, the agile company is a company that has committed itself to striving to adhere to the agile principles. In terms of research, it is also a company that is agile outside of IT. An overview of agile departments see another article on my blog. However, agility is not yet precisely…

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