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Agiles Management

Transformation & Agile Management

Von organisationaler Beratung bis zum systemischen Ausbau des gesamten Agile Portfolios sind wir dein Ansprechpartner

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Niko Seeger

Senior ICT Project Manager

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Raji Nagaratnam

Professional Consultant

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Marcel Hostettler

Senior Consultant & Project Manager | CEO linkyard consulting ag

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Agilität als Antwort auf Veränderungen: Umfassende Unterstützung für deine Organisation

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Organisationen werden nicht agil, weil sie Freude daran finden, sondern vielmehr, weil sie von exogenen und endogenen Faktoren dazu gezwungen werden. Um die Vorteile agiler Organisationsformen abzuschöpfen bedingt es mehrdimensionaler Massnahmen, bei welchen wir aus einer Hand Unterstützung bieten können. Warum? Wir arbeiten seit Jahren in agilen Teamstrukturen und wenden entsprechende Prinzipien erfolgreich an. Wir kreieren und konfigurieren ganze agile Ökosysteme im Bereich Collaboration auf kultureller, organisatorischer und systemischer Ebene. Wir haben so gelernt, was funktioniert und was eben nicht. Auch wenn wir immer noch hinzulernen, können wir trotzdem unser Wissen weitergeben. Unsere Expert:innen verfügen über die nachgewiesene Erfahrung und übernehmen verschiedene Rollen in den agilen Organisationsstrukturen.

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Agilität, aber weshalb?

Treiber der Agilisierung

Warum Unternehmen agiler werden müssen, liegt auf der Hand. Die externe Beeinflussung durch Kundenbedürfnisse, technologischem Wandel, Veränderungen des Marktes, der zunehmenden Konkurrenzdruck oder verschärfte Regulierung erfordern mehr Reaktionsvermögen, das alles in grösserer Volatilität und zunehmender Geschwindigkeit. Unternehmensintern ist man mit zunehmender Komplexität konfrontiert, den Business Value digital zu transformieren. Die organisationalen Systeme müssen sich dem externen und internen Druck beugen, ansonsten werden sie inneffektiv, inneffizient und irgendwann obsolet. Gemeint sind dabei nicht nur die IT-affinen Bereiche, sondern alle Unternehmensebenen.

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Dimensions for agile transformation

Eine Grafik, die die Dimensionen zur agilien Transformation darstellt.

Culture and people

Although the importance of a strong corporate culture has been pointed out for decades, it is not only important but a prerequisite in agile network organizations. Weaknesses are particularly evident in organizational transformation. It is important to put people at the centre and involve them in the change. Management systems must meet the requirements of an agile organization. That is why we relied on The OKR method. Accordingly, we offer coaching services, systems and training.

Structures, methods and processes

By structures, we mean necessary elements of order that affect teams in a horizontal sense and company levels in a vertical sense. There are now more or less widespread and comprehensive frameworks and standards in this area. But regardless of whether SAFe, LESS, Lean, Scrum or Kanban, you have to find out what works for the respective organization and what doesn't. The focus should be on continuous improvement and not necessarily on adherence to methods. Here we regard the gradual but continuous introduction as essential. We believe that you don't have to destroy well-functioning management and organizational areas for the sake of change: in many cases, clever integration leads to success.

Tools, Technology, and Systems

Holocratic, agile and self-organizing forms of organization require well-functioning system support in order to be able to work effectively and efficiently. On the one hand, it concerns organizational support, collaboration and leadership, and on the other hand, the CI/CD pipeline must function as problem-free as possible. This requires a technology partner who understands the subject matter and has the appropriate technological know-how.

Agilization process

Eine Grafik, die den Agilisierungsprozess darstellt und zeigt, wie sich dieser Prozess auf den Culture fit auswirkt.

Challenges in the introduction of agile forms of work

Adaptability in the company

Exogenous and endogenous factors affect companies in all industries. In order to absorb these influences, agile forms of work must be introduced. However, this requires a certain degree of adaptability within the company. If this is missing, the gap between the strategic and operational levels is widening, which decreases the credibility of management.

Agile project execution and philosophy

Agile is a project management method and a philosophy, but not a magic formula for all problems. The expectation that the introduction of agile project management will solve all problems rooted in the organization can trigger even more frustration if this expectation is not met.

Change as a difficult task

In every company, there are established processes and habits that were supported by employees. In order for agile forms of work to be implemented correctly and to have a positive effect, it is essential that employees are not only trained in agile methods, but also develop an understanding of the agile philosophy and know why agile process management was introduced in the first place. A cultural change is necessary.

The introduction of agile forms of work may be a critical success factor for the future viability of your company. However, it is important that agility generates added value. Every start is difficult and mistakes must be made. In particular, a lack of adaptability in the company can result in change projects not reaching their target state, silting up or becoming significantly more expensive than planned. We are happy to assist you with the introduction and guide you through any start-up difficulties.

Benefits of agile project management

Stronger customer loyalty

Since the agile project management method always involves the customer in the decision-making process and execution, flexibility and adaptability are not lost. This ensures that the end product meets the customer's requirements.

Identify risks early

Agile processes are more transparent than traditional processes. This makes it easier to predict risks and plan accordingly to reduce risks. This ensures the smooth running of the project.

More flexibility

The implementation of agile processes gives teams more flexibility, as they work in smaller units and receive constant feedback. Because the agile way of working divides projects into short, more manageable sprints, teams are given the opportunity to respond to short-term changes.

Stronger teams

Agile teams organize and manage themselves, with team size being limited. The working groups therefore have more autonomy in their decisions. Furthermore, agile teams often come together to talk about challenges and the state of affairs, which allows individual members to grow in their position.

The added value of agile project management

A major advantage of agile project management methods is the fact that added value is generated earlier compared to traditional methods. Roughly speaking, this can be explained by the way the planning is carried out. With agile project management methods, projects are not first fully developed and only finally implemented; rather, partial solutions are implemented right from the start, so that the added value delivered increases linearly with working time. As a result, employees focus on short-term sub-goals throughout the project. This results in a high level of engagement and commitment on the part of the specific team, from start to finish of the project.

Funktion, die den Verlauf der Mehrwertablieferung in agilen Abwicklungsmethoden verglichen zu klassischem Projektmanagement zeigt.

Agile project management yes — but when?

Agile project management methods are particularly suitable for large and complex projects where the target state is not yet 100 percent clear. As described above, initial ideas are implemented early on, even in large projects. As a result, errors are discovered early on and not just at the end. Furthermore, it is also easier to respond to desired suggestions for improvements or changes from customers on an ongoing basis. As a rule of thumb, you can say that the more complex and larger a project, and the less clear the target state is, the more you should rely on agile forms of execution.