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A good summary of this can be found in the book by Ulf Brandes: "Management Y: Agile, Scrum, Design Thinking & Co.: So gelingen der Wandel zur attraktiven und zukunftsfähigen Organisation", Campus, 2014, page 22ff. The following graphic was also taken from this book. Agility needs an environment in which intrinsic motivation is encouraged.

It is not enough to design a poster with new values and principles of cooperation and expect employees to change from the ground up after a presentation by managers. Many change projects fail precisely because of this approach. People need a comprehensible reason and urgency to change.

Similar definitions of values and principles can also be found in the Agile Manifesto and all agile and lean methods from Design Thinking and Lean Startup to Scrum and Kanban. Without those values and principles, the entire building starts to crumble. The method as a blueprint solution for all problems does not lead to success.

For such creative solutions there's a lot we can offer: outside-the-box creative thinking, solutions from other industries, and experience in organizational development. Our management consultants do all this based on their own leadership experience. Our offer: Let us solve challenges together.

If you are looking for a stringent approach paired with systemic thinking for your change, then we should talk. Get started with your change Please contact us. We are happy to have a conversation."Are you planning an agile transformation and wondering how to make it work?

STATIK (Systems Thinking Approach to Implementing Kanban) is a framework not only for implementing Kanban in organizations. It can also help to improve your Scrum. Essential for the beginning is to identify the “sources of dissatisfaction”. They represent the 1st step in STATICS and are to be understood as motivation for resulting change.

In addition to Scrum, there are also other frameworks such as Design Thinking, which are based on agile values and principles. Even if there are differences within the frameworks, they use a common toolbox of (interchangeable) agile techniques, such as Pair Programming (Pair Working) or Continuous Deployment.

Organizational design is a major lever for the organization's ability to deliver and must always be designed on a company-specific basis.

Malte: We talk about making errors and iterative thinking, we say it is about respecting what is there and respect the principles. And also the Kanban principles: respect the current situation, don’t threaten the current roles and make prospective on new ones. So can we do anything to help management?

The same applies e.g., to Kanban, or Design Thinking. SAFe does not replace those frameworks, it rather assembles them. For example, the SAFe article on Kanban is useful. But it does not replace education, and practice, and in-depth knowledge of Kanban. Scaled Agile needs in depth knowledge of the models it assembles. So, build an interdisciplinary team.