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wibas will participate in this year's Inside Agile on May 3 and 4, 2022 under the theme "Agile Leadership - Agile Teams - Agile Companies".We will participate with interesting presentations. See you soon! The conference is designed for executives at all levels and asks the questions: Which leadership style suits me and how can I develop as a leader?

Empowerment and self-management: means that teams decide for themselves who does what and when. In doing so, team members hold each other accountable. Empowerment and self-management bring decisions as close as possible to where the value-creating work is performed in order to be more responsive. Transparency: means ensuring the self-management of teams is done openly based on facts.

In 2019, it launched the first two Agile Release Trains (ARTs) together with coach Simon Porro from wibas.Bosch staff took courses like "Leading SAFe," "SAFe Product Owner/Product Manager," and "SAFe for Teams."

In addition to the development of the contents, the event also serves to get the product management team started together and to grow together.

Karla: So that means that Kanban and Scrum are interchangeable for teams? Daniel: Well, theoretically I guess it does. But of course, how useful one or the other is for a specific team depends on the specific challenges and context of the team. Where are you right now? How and who are you currently working with? Where do you want to get to?

In our pragmatic approach, we work on New Work by supporting people, teams and organizations with concrete methods and techniques. We advise organizations, teams and people where they are at in the moment. We bring in techniques and methods that help in these situations. We design New Work where it is needed right now and in a way that benefits now and in the future. We like Agile and Lean.

However, he is particularly keen on exchanging experiences with Karla and other teams already working in an agile manner and wants to have Cedric by his side as a coach. He finds the exchange with other teams and his coach so valuable that he begins to record good practices in a small manual. In a sense, “agile working 0.9”.

Empowerment and self-management: means that teams decide for themselves who does what and when. In doing so, team members hold each other accountable. Empowerment and self-management bring decisions as close as possible to the value-creating work in order to be responsive. Transparency: means ensuring the self-management of teams by dealing openly with facts.

Team feeling: Through the joint process, the organization feels like a team and also acts as a team. Inspiration to big ideas: a culture is fostered that encourages big ideas, explores them quickly and measurably in experiments, and learns quickly from mistakes. These are ideal characteristics in a VUCA world. OKR has been developed over many years and has proven its worth.

Every morning, our team of seven stands in front of the team board and talks about the planned and, above all, unplanned work. Especially in the office, the latter can happen. That's why we prioritize our tasks together as a team, offer each other our help – even if it just means having our backs free for some necessary concentrated work.