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And they support Scrum Master, Product Owner, Service Request Manager or Service Delivery Manager in mastering their roles well. Example: Agile coaching of a strategy development At the beginning, our coaching focuses on ensuring that the strategy process is in place. We accompany this step with questions and reflection on what has worked in the past and what was less helpful.

Agile leadership means a challenge for managers. There are many useful aids for the introduction of agile approaches and methods, values and principles. But what do you do as a manager? How do you lead your organization when teams are expected to be self-organized? How can you continue to focus on the performance of your teams without limiting self-organization?

Overall, teams, groups of teams and managers are transferred step by step to an agile way of working. The success factor of the agile transformation is the change to an agile mindset. Together with the use of agile procedures, the change to an agile mindset also begins. The Scrum values are often cited to describe the agile mindset: Courage, Focus, Respect, Commitment, Openness.

It is ideal for Managers, Change Manager and teams who want to make their organization more customer-oriented, efficient and successful. In particular, organizations facing challenges such as major structural changes, cultural change or professionalization of processes benefit from this structured approach. What is the technical scope of a status quo analysis?

Are you a manager or (agile) coach and want to get the work flowing in your sphere of influence? Use the Kanban management method for more effectiveness. Turn a board full of cards into a real Kanban system. Use Kanban practices and bring flow to the work of your teams. Use Kanban wherever you are - regardless of whether you work agile or not.

As a manager, you are constantly under pressure from new technical and economic developments and have to react to them This often requires a new approach to leadership and management. Let's talk about leadership & management I invite you to think together about leadership & management in the complex and agile world.

That’s why they don’t need a Scrum Master (Scrum) or Service Delivery Manager (Kanban).It’s easy to imagine that the top managers don’t have time either. Therefore, it is highly unlikely that they will participate in the LACE team. Under no circumstances should a top manager take on the role of a product owner (Scrum) or service request manager (Kanban), because that would put them far too close.

Step by step, we apply value stream mapping methods, identify bottlenecks and potential for improvement and discuss concrete solutions.The workshop is limited to 6 participants; Caroline Haußmann and Frank Eberhard - our&nbspexperienced coaches Caroline has been guiding companies and managers through complex change processes for over 20 years.

An anecdote from Taiichi Ohno (inventor of the Toyota Production System and thus father of Lean Thinking): He took each and every manager he hired to the production floor on the first day, drew a circle of chalk on the floor, and told the manager to stand in it and observe the processes throughout the day.

In the modern business world, where speed and efficiency are key, managers are often looking for ways to ‘push’ their teams to perform better. But what if working harder is not the solution? What if the key to higher productivity lies in optimising the flow of work? This is where Kanban comes into play.