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Agile Principles in Daily Business – When Was the Last Time You Used Your Skateboard?

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The agile organisation

Even though the model sounds promising with its creative networks, it is also important to provide a sense of cohesion, continuity, order, and a clearly defined division of tasks for the success of numerous corporate processes. Therefore, both forms have their respective benefits for any organsation. This creates a juxtaposition of two contrasting approaches and cultures. On the one hand is the established hierarchical system of the daily business; on the other hand is an agile, network-like structure that is geared to constantly be on the lookout for new solutions and ideas.

If line organisations and agile forms of organisation are practiced at the same time in a company, it is as if both right-hand and left-hand traffic were taking place simultaneously – there will always

be challenges at the interface. Therefore, it is particularly important to clarify responsibilities such as the supervisor’s function as well as to ensure that training on existing processes and related structures are frequently updated. In addition, the silo-mentality in many departments still needs to be stopped.

For the introduction and implementation of agile organisation systems, the appropriate methods may vary, depending on the sector environment and maturity of the company.

Here are our top 7 agile methods that give your skateboard some momentum:

Top 7 agile methods

  1. Design Thinking

A systematic approach that is suitable for complex problem solving. In Design Thinking, the goals and needs of the users as well as user-oriented invention simultaneously provide continuous feedback and determine the process.

  1. Delegation Poker

At Delegation Poker, executives and teams can test how and at what levels certain team- or company-relevant decisions can be delegated.

  1. Innovation Labs

These are interdisciplinary, topic-related cooperations that remain distinct from other areas of the company in terms of both space and function, in order to develop innovative processes in an uninterrupted manner.

  1. Lean Coffee

A structured procedure for the collegial exchange of knowledge in a rather small circle, which is based on the idea of the World Café. There is no agenda in advance, topics are determined at the beginning of the meeting.

  1. Instant Open Space

A meeting method that encourages up to 50 participants to submit their own topics. With Instant Open Space, employees should freely discuss topics of interest, develop ideas and plan projects.

  1. Lean startup

A method in which a business idea or a product is immediately launched on the market. Already in the initial phase user feedback is obtained so that adjustments can be made in a timely manner on a validated basis.

  1. Staff Kanban

A method for organising the daily business by visualising value streams and process flows on a so-called ‘Kanban board’. The board allows status viewing and the prioritisation of tasks. Tasks are discussed in the team on a daily basis, the best times are (briefly) in the morning.

Agile forms of organisation are now regarded as adequate structures for shaping the digital transformation. To keep up with the fast pace of the marketplace, agile organisations need to adapt to new requirements more easily than traditional line organisations with their often-detailed procedures and strong hierarchies. Agile forms of organisation offer much greater flexibility to develop products, work on projects or deploy staff, and furthermore, they enable shorter business response times.

Which ones have you already tried and how do you deal with them in your organisation?

If you are still at the beginning, we would like to show you how your company can become more innovative and thus more sustainable through agile methods and modern forms of co-creative collaboration. If you have already started and got stuck on the way, we are happy to help you on the road to success. Contact us today for more information.

author

Christoph Kübler

Christoph is the founder of Zukunftsraum and works as a Digital Transformation Coach. He holds an M.A. in Business Coaching & Change Management, is a Certified Mental Coach and QII Quality Trainer. Christoph has strong experience as a project manager in international projects in various industries and company sizes. His core competencies are agile project management, coaching and leadership development. Christoph is a lecturer for 'Managing Information Systems' at the IMI International Management Institute in Lucerne, his best known publication is 'Change Leadership. Presencing by C.O. Scharmer in practice'.

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