The adaptive organization Contains many principles, contents and values of Lean and Agile takes a comprehensive look at today’s O The group The GRADO group
About the book “Humanocracy – Organizations which are fit for the future and fit for human beings”. A book that influenced my thinking.
Most organizations talk first about the organizational structure or hierarchy and structural units or silos. The most important goal here is efficiency and resource utilization.
In addition, opportunity costs, especially the costs of missed opportunities, are often underestimated.
The Business Round Table has developed a more sustainable view of the purpose of organizations and emphasizes a more comprehensive view of several different stakeholders.
The DACH30 working group is an association of agile coaches and change agents from large companies in D-A-CH. In this working group, there are intensive discussions about a common understanding – in this context, the “Book of Agile” was developed. It describes a common basic understanding about agility.
Simon Wardley has found a form and codes with which strategic considerations over time and influencing factors can be well mapped and communicated. In a
In December I had a real stroke of luck: I was at a joint masterclass by Simon Wardley and Dave Snowden. Dave Snowden has been
Spotify’s published principles are intriguing to many. Probably a major factor in why agility just works at Spotify. I add my own interpretation. I also
In many discussions I catch myself interjecting the question “what problem are we solving right now”. Sometimes it works wonders to get a conversation back
John Doerr, in his book Measure what Matters, identifies four “superpowers” that make OKRs effective: Superpower #1: Focus and Commitment on Priorities Effective organizations focus