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Besides these practices, the Kanban method knows other elements: three service delivery principles three change management principles Where does Kanban come from? Based on a pull system, Kanban originated in Japan at the end of the 1940s. years in Japan.

The procedure should therefore be changed. The challenge for the management team The team first used Scrum elements and later Kanban elements to try to prioritize the management team's topics via a backlog or input queue. Various collaborative prioritizations were tried without the desired success.

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

"We're actually discussing an organizational development experiment or a change experiment. I have a visualization that helps you to sort your thoughts. It's called the Experiments Canvas, based on Lean Change Management." "Please slow down. Experiment is a difficult word in connection with teams and people.

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.

This includes practitioners, change agents, and consultants responsible for implementing Agile Release Trains and Lean Portfolios as part of an enterprise-wide Lean-Agile transformation:Internal change agents, Lean Agile Center for Excellence (LACE), Agile workgroups.Portfolio Manager, Project/Program Management Staff (PMO).Development, QA and IT management Program and project manager Product and product

We also examine which organizational and procedural changes are necessary and how companies can secure their value streams and delivery capability in the long term. Why wibas? Our particular strength lies in the combination of performance management expertise, change competence and a comprehensive methodological toolbox for deliverable organizations.

Increase the efficiency of your leadership, strategy and management with the OKR model and revolutionize your corporate management! Are you looking for more than just training? Your contact person: wibas GmbH Yvonne Fischer Otto-Hesse-Str. 19B 64293 Darmstadt yvonne.fischer@wibas.com E-mail Call Business card

Agile leadership is focused on bringing about positive change in the organization and promoting agile principles and an agile mindset within the organization. For this, agile leaders need to be a role model for the agile mindset. Why agile leadership? To keep pace with rapidly changing requirements!

She is an expert in agile organization design and organization change management. Caroline is highly appreciated by her clients on management and employee level for her coaching competence and her broad experience in dealing with complex issues. Rafael Kasprzak is an Enterprise Agile Coach at wibas and supports clients in agile transformations and in the individual implementation of New Work.