adesso BLOG

If we view organisation as more than just an administrative framework – namely a structure that has a purpose and creates value – then it becomes clear that finding a holistic approach to develop said structure is not easy. This blog post will introduce the 3⁴ concept for organisational development.

In the first part of our blog series on ‘Agile scaling and the challenges that come with it’, we took a closer look at the demand for agile scaling and the associated challenges that need to be overcome in order to generate added value for an organisation. In this next part, we will focus on the challenges that come with agile scaling.

Lightbulb moments are not something you can explain, they are something that you need to experience. Just like success factors for agility. As an agile coach, I often deal with teams who want to become better. If we engage in this process and accept the uncertainty, we can learn and gain new insights. Mindfulness facilitates this process and can help you work more successfully.

In my view, traditional user stories do not offer the team enough opportunity to stretch their creative legs. I think there are good reasons for writing real stories in backlog items – user experience (UX), customer centricity and, last but not least, motivation. Everyone on the team can identify with a real story – no matter what their role is or what their background is (technical or otherwise). I will explain why in this blog post.

I want to use this blog post to tell you about the dual-track agile framework, which pursues the goal of methodically aligning the different activities from conception to design to implementation within agile product development and bringing the team members closer together. The focus here is primarily on the adaptability of UX activities in terms of speed and granularity.

In a rapidly changing environment, where needs, markets and technologies are changing at an ever-increasing pace, it is important not to lose focus and to adapt to the speed of these changes. This jungle can be described using the acronym VUCA – which is short for volatility, uncertainty, complexity, ambiguity. In this blog post, we will explain exactly what this means and how to escape the VUCA world.

Agility is no longer a foreign concept nowadays. Insurance companies have to be flexible and agile now, with their tried and tested business models standing in the way of this. What are the hurdles that arise when these two worlds collide? I will be answering this very question in the following blog post.

Scrum, which is the best-known framework, promises to pave the way to agility if used correctly. The aim of this blog post is not to explain or define Scrum. Instead, we will be taking a closer look at the requirements and the challenges when it comes to agile scaling that need to be overcome to get a majority of a company’s staff on board.

It is not only the choice of method that teams use to embark on the journey to an agile working environment that plays a critical role in its success. The success or failure of many agile transformations is often down to a mysterious force in the company that is repeatedly addressed but the impact of which is regularly underestimated – the corporate culture. This blog post will explain how it can influence agility.