Agile methods such as Scrum or Kanban are unusual at the beginning, especially if traditional management methods were in use until introduction. Many familiar processes and standards are dropped, others are introduced. The same applies to roles and responsibilities in the company and even the reorganization of entire departments. Such a change is a major challenge.
We provide support during this process and bring our many years of experience to the table. Which formats of knowledge transfer are suitable, whether a gradual introduction is preferable or the big leap forward. What value certifications have, what agility looks like outside of IT and which stakeholders should be involved – we help you to find the right answers to all of these questions.
We also know the risks and possible misunderstandings that can quickly lead to a dysfunctional implementation (so-called cargo cult). We point out indicators of undesirable developments at an early stage and know which countermeasures can be used to correct them.
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