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3) Gaining insights: Why are these issues occurring? What were the reasons why something went particularly well? 4) Decide on actions: Specific suggestions for improvement are formulated and all or a selection are committed by the team.5) Find a good conclusion: Ensure that all team members come out of the meeting well.

As an expert in agility, scrum and change management, she is valued at management and employee level for her pragmatic and emphatic approach to people and situations. Your contact person: Stephanie Lohß wibas GmbH 64293 Darmstadt stephanie.lohss@wibas.com e-mail Call Business card

Instead of rigid hierarchies and strict control, we focus on personal responsibility, cooperation at eye level and continuous development - including within ourselves.

This leads to some reference stories being a ‘2’ or ‘3’ (or maybe something else) after aligning. The team representatives go back their teams, with some of their reference stories being a ‘2’ or ‘3’ (or maybe something else) after the alignment. However, this is a more advanced technique that requires some understanding of Story Point estimation by the teams.

We need Agile beyond the team level. Some people say, “the problem is scaling in itself”. But ignoring scaling is not an option. There are many arguments against it. Reason one: Assume we work according to agile values and principles at the team level. Then it is helpful if we coordinate between the teams according to the same values and principles.

Always at eye level, open, authentic and transparent. We work with you co-creatively to shape New Work and Agility. We live New Work and Agility ourselves, especially in consulting - let us surprise you. Let us think about solutions for you Your contact person: Malte Foegen 64293 Darmstadt malte.foegen@wibas.com E-mail Call Business card

By providing support on two levels - strategic and operational - we ensured the harmonization of a strategic product development and a sustainable, operational implementation.

All the things we apply to the teams must also be re-thought on the management level. If we do that, I think we could get somewhere. And who asks managers not to load themselves 100%? 100% utilization is bad on team-level, but what about the management-level, who talks about that?

With our experience and knowledge, we can help you to successfully take your organization to the next level. Let's work together to achieve your goals and increase your success. We will gladly support you operationally Contact us or make an appointment directly. We are Timo Foegen, Yvonne Fischer, Tina Eisoldt, Daniel Votta and Lutz Koch. And we look forward to talking to you.

With our deep expertise in scaling, Lean, and Agile methodologies, combined with extensive practical experience, we support you in elevating your collaboration to the next level and aligning it for optimal success. Your contact for Agile Scaling: Malte Foegen 6429 Darmstadt malte.foegen@wibas.com E-mail Call Business card