Becoming agile is one thing.
Staying agile is quite another.
Steampunk economics and agile leadership
Steampunk as a literary style is based on ideas of authors like Jules Verne and H.G.Wells, who described future technology from the point of view of their time at the beginning of industrialisation in the Victorian era. The driving force of the time is steam – so steampunk books, films and TV series describe futuristic technology based on steam engines, mechanical gears and high-precision clockworks.
Steampunk is surrounded by a very special technology-loving romanticism. Friends of steampunk dress in Victorian dresses and suits, wear aviator or welder’s goggles, copper jewellery and walking sticks, and cultivate 19th century manners.
In Jules Verne’s classic novel “From the Earth to the Moon” (1865), Verne describes the construction of a cannon to shoot a hollow projectile filled with people onto the moon. Of course, no one at NASA considered building a cannon to shoot people to the moon. But let’s imagine for a moment that this 19th century idea had actually been advanced. Maybe then we would have huge, kilometre-long cannons all over the world with which to either shoot projectiles into orbit or even a projectile at another country. Then jet engines might never have been invented and civil aviation would be in airships. People who talk about faster-than-sound flying machines would be crackpots because one simply could not imagine an alternative to the current status quo.
Steampunk does not only take place in technology, however, but also in basic economic assumptions. These are largely based on insights and findings from the 19th century.
The community of managers and top executives have developed a habitus without which one cannot make it to the steering wheel of the steamship. One recruits from a self-similar pool of people. If you want to get in, you have to have or adopt this similarity – this applies equally to women and men. The problem is the trained understanding of the people and the suitably learned set of methods.
Agile Leadership workshop programme
Agile Leadership & Self-Organizing Teams
Modern organisations require a new way of thinking. Modern organisations require new leadership concepts. Innovation-driven companies need flat hierarchies and a constructive error culture. The time of perfectionism and zero-error tolerance is over. This training conveys the values and basic attitude of an agile leader whose goal is to increase the performance of agile teams. With the Strength Deployment Inventory (SDI ®), a tool is also taught that shows the possibilities of using personal strengths to improve relationships with other people and to staff self-organised teams with the right personalities.
Agile methods - Eliciting requirements in an agile way
Backlog, optional work, pool – whatever you call requirements – in many organisations people only look at the delivery and implementation of requirements. But where do the features, epics and stories actually come from? How can you build an agile innovation culture and make sure you always have enough good ideas in the pipe?
In this workshop, we’ll look at the upstream – the process and methods that help us identify customer-centric requirements and prepare them in a way that conserves resources.
You will learn to identify requirements in a customer-oriented way and look at the desirability – what does my customer actually want? Then you look at the economic viability of good ideas and learn how to design a business model in the agile world. Finally, you look at feasibility, learn about prototyping strategies and iteratively design an MVP – Minimum Viable Product. For visualisation, you learn to use Upstream Kanban and thus control the entire innovation process.
LEAN Thinking - Agile Mindset - a thinking workshop
LEAN Agile Thinking literally turns the conventional understanding of planning, forecasting and leadership on its head.
This thinking workshop takes an intensive look at the essence of lean thinking, the lean and learning organisation and the agile mindset derived from it. New Work, agility and self-organisation are not methods, but an attitude.
We look at what LEAN principles actually are and how they are expressed in an organisation. We look at systems thinking because local optimisation usually leads to global sub-optimisation. We compare customer orientation with customer centricity and think about value creation in the organisation. We look at the factors that make our organisation a learning organisation, deal with the efficient use of resources, and evolutionary and sudden change. We learn methods that we can immediately use actively in our own organisation – from structured problem solving and visual management to value stream and workflow modelling.