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All Scaled Agile Frameworks - understood as a blueprint and simply rolled out - are wrong, because they are only models.

We therefore look beyond methods, models and frameworks to suitable principles for organizational design.With our Masterclass High Performance Organizations we pursue an overarching goal: From practice for practice As a group in our Masterclass, we look together at cases from your practice and develop suitable solution ideas based on what we have learned and our experience.

Her ideas and impulses not only moved the team forward, but also served as a role model for all of us.Sarah went far beyond the classic tasks of a Scrum Master in her role and took on the responsibility of an Agile Coach in many areas.

To do this, we go with the team through the process step by step and let the team model its workflow. We use sticky notes for this purpose, where each note represents a step in the process. In this way, the workflow is created dynamically and can be easily extended and modified. As coaches we support the team with questions such as: What are the steps you do as a job?

Or “We apply the Spotify model”. This one- hammer-idea isn’t so good, and coming with three SML hammers isn’t much better. Unfortunately, it takes a whole toolbox, asking what the team needs and gut instinct. What if I want to read something myself now? Then I would deliberately look at two frameworks that seem to be very different at first – and then have a lot of similarity.

Here, the model of the adoption curve provides good support. To understand it better, we use a concrete example and archetypal personas: a bit of an exaggeration to make the differences clear.So: Change! Where it all begins: The Innovators Karla is an innovator.

Successful leadership is characterized by the fact that it not only develops strategies, but is also actively part of the change and acts as a role model. This includes removing obstacles and supporting the organization during implementation.Iterative and incremental approach: A change project is complex, as the effects of change steps cannot be predicted in their entirety.

You immediately apply what you have learned to your own changes: You bring your own individual cases from your environment to directly apply the techniques and thinking models taught;In the 10+2 day variant, the content of the 4 days is divided into 10 modules and worked on at different times. The modules consist of online live sessions via MS Teams and Miro and self-paced learning elements.

Claes Janssen's model of the "Four Rooms of Change" illustrates this process impressively. In this scene, we observe Manfred as he navigates through the different "rooms".Manfred's position at the window, from which he observes the open-plan office, can be seen as a metaphor for the room of "contentment".

This module will take you through the concepts of key scaling models and provide immediate experience of their mechanisms of action in a simulation.