Die Agile Management Maturity Map (AM³)
Erfahren Sie, wie die Agile Management Maturity Map (AM³) Unternehmen dabei unterstützt, Agilität gezielt und nachhaltig zu integrieren.
We don’t just talk about agility, change projects, and new leadership models. We also know how to do it. Our concepts are visionary – and always tested in practice.
Erfahren Sie, wie die Agile Management Maturity Map (AM³) Unternehmen dabei unterstützt, Agilität gezielt und nachhaltig zu integrieren.
02. February 2024
Agile cherry picking is the process of selecting those aspects of an agile framework that fits to the organisational structure or personal individual interests and that can be implemented without stepping on anyone’s toes.
25. February 2021
Design thinking is an approach to innovation that solves real problems – with empathy and experimentation. You use it when you want to create innovations but don’t yet know exactly which ones.
Can agility per se be seen as the panacea for change processes, or are there projects for which the classic waterfall method is better suited?
31. August 2020
As a leader, learn what business agility is, how to achieve it, and your role in it in two days.
15. July 2020
The Scrum process model is becoming increasingly popular. This article introduces the two important roles of the Scrum Master and the Product Owner.
Digitization is in full swing. Technological developments have a high market penetration and determine how we communicate and consume. Speed is the new currency and determines whether companies can prevail over the competition in the course of digitization.
15. May 2020
Digitization, ever new customer requirements and a changing market environment not only demand maximum flexibility at high speed from product and IT developers, the entire company must become agile.
15. May 2020
Because of its highly complex product development, manufacturing and marketing, the automotive industry has always been crisis-prone. Digitization, electromobility, stricter legal requirements and new competitors, some of whom act as partners and others as competitors, require fast, sometimes unconventional responses. Agile process models are designed precisely for these situations.
In software development, too, the customer should be king. But who exactly is the customer? The board of directors or the division manager who approved the project? That’s how it used to be seen.