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Typical elements: Kanban system as a central means of visualizing the strategy development process, agreeing on outcome expectations, and collaboratively managing progress Multidisciplinary self-organized teams for different perspectives, multidisciplinary thinking and holistic results Regular PDCA (Plan-Do-Check-Act) to continuously deliver results, adjust and improve the process as needed Prioritize

Typical methods for avoiding this are introducing "pull" systems and the visualization of work within workflows, e.g. with Kanban. Empowerment and self-management: means that teams decide for themselves who does what and when. In doing so, team members hold each other accountable.

The Theory Y belief system says that people are intrinsically ambitious and want to make their contribution to something. People are intrinsically motivated according to Theory Y. They can manage themselves and impose discipline and control on themselves to achieve meaningful goals. They see work as a source of satisfaction and take pleasure in their performance.

You will learn how complex systems work and the added value that agility brings so that you re able to develop your organization and act together with management. You'll analyze key aspects of multi-team Scrum and practice large participatory meeting formats so you can mentor large Scrum teams. You develop yourself personally and thereby improve your standing in the organization.

. – This in turn means that this work flows through the system faster, i.e. it is completed more quickly. Both Lean and Kanban help to organise work processes in such a way that the value stream from idea to delivery functions as smoothly as possible and continuous improvement is supported.

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.

The module touches on the basics of systems theory and its importance for the role of the agile coach. You will learn systemic thinking, take an in-depth look at the topic of constructivism and its importance in leadership work and practise the art of asking questions.

This is our System Thinking Approach to Introducing Kanban (STATIK). The result: more than a board When we tried to pin down the objectives of the workshop (how you do it as a good moderator) we quickly realized that it is not just about a board with cards, but about implementing the Kanban Framework. Why is Kanban more than just a ­board with colorful stickers on it?

Examples of changes that we have accompanied include Transformation into an agile organization (business agility)Introduction of new working methods across the board Changes in the management culture and in the interaction between managers and employees Organizational restructuring Introduction of new IT systems and associated adjustments to work processes Process improvement, process optimization

- Philipp Herrenkind, CLAAS E-Systems GmbH ★ ★ ★ ★ ★ Instructive and enriching training For me as a self-employed Agile Coach, the training to become a Certified Agile Change Manager at wibas was instructive and personally very enriching. Steph as a trainer brings a lot of experience in change management and shares this in an understandable way with all seminar participants.