Agile (R)Evolution

Achieving great things in small steps

In recent years, the agile (r)evolution has affected almost all companies – but in some cases it has only produced sticky notes and Kanban boards. Not everywhere the desired effects have occurred. The success of agile working methods depends on a consistent focus on business impact and regular reflection.

In this way you achieve faster product development and customer orientation, as well as more motivated employees and become a truly agile organization. What is the real problem? What should the solution look like? Then what is the right (agile) tool? And how do we recognize if things are progressing? Inspect and adapt!


Join us for an exchange at our Beyond Agile rounttable


What we do

Agile Portfolio Management

Popular and successful in the market? And grown, organically or through clever integration? Wonderful – then now is the right time to focus the organization on the important issues.

Which activities create the greatest value-added for customers, now and in the future? How are projects and initiatives prioritized? How do you stay maneuverable in the short term despite a full project pipeline?

Agile HR: Employee Experience

Nobody likes HR? We do! But HR has to inspire the employees. With a reputation as a bureaucratic administrator not so easy. The only way to do that is by changing perspectives. With approaches like Service Design Thinking and User Experience, HR can move into the fast lane and make a difference.

Who are the key customers in the HR portfolio? What are their moments that matter? How can employees be inspired?

Agile Sales Push

Sales lions as lonely hunters? In the complex B2B environment this is not enough (anymore). Reliable statements on the feasibility, profitability and attractiveness of offers require coordination – but there is little time for that. Agile approaches for cross-functional collaboration are the key to successful sales teams.

What roles and tasks are there in the sales process? How can they be optimally interlinked? What coordination, processes and incentives are needed?

Agile Rhythm

Flexible and adaptive, but not disoriented. Objective and Key Results (OKR) can set the pace as a new instrument. In doing so, they bring a thrilling vision and measurable goals into harmony. But be careful: You get what you measure.

What are the right goals to move your organization forward? What does an OKR rhythm look like which is grooving without overstraining? And how ambitious must and may goals be in the organization?

Leading Agile

On the way to a more flexible world? Agile leadership is relevant even before organizations work agile. Leaders must be able to navigate through the buzzword jungle and know the right methods. Responsibility and delegation must not be opposites. We accompany you with the right mix of trainings and agile coaching.

Which methods do your leaders need at their fingertips? How will their role change? What does an error culture look like and what does it mean for the leadership team?

Agile Product Development

Better, customer-oriented products, in less time. The goals of agile product development are as trivial as they are attractive, but the path to achieving them is less so. In order for the product to fit the customer, the team must fit the problem and the structure must fit the method.

Which problem do your customers really want to solve? Who do you need in this process? What does a dynamic development cycle look like for you?

How we do it

What we have achieved with our clients

The project

After several acquisitions, our client needed to create good overarching HR offerings. As a real estate group, our client – like many other companies – was struggling with the lack of skilled workers in the technical and manual area.

Therefore it was necessary to think radically new: away from a bureaucratic understanding of HR as an administrative unit, to a real companion from first contact to onboarding. Together with the HR department and selected (new) employees, we developed employee journeys in UX workshops and designed new HR processes to support them optimally.

Our impact

The increased employee experience was immediately reflected in a higher commitment rate and, in the medium term, in an improved recommendation rate.

In addition to these visible results, the workshops helped to rethink the role of the HR department. The methodology was also adopted for other HR processes.

The project

Entrepreneurial spirit despite international corporate structure? Our client saw its leaders in a key position to meet this challenge.

Together with the supply chain management company, we developed a customized training program for the top 200 leaders from all regions and business units. In several events, we reflected on the as a necessity of an agile mindset for leaders and sharpened their understanding of agile methods. The close integration of all elements with the strategic business challenges of our client ensured a high level of practical relevance in content impulses, interactive exercises and our agile cooking event.

Our impact

The effects of the training series were evident across several levels:

Many teams increased their performance by introducing agile tools. At the divisional level, goals were described more transparently through OKRs. After participating in the training, the executive team decided to build a Digital Business Unit to bundle digital competencies.

The project

A low-interest environment and rapid market developments driven by fintech companies: a traditional life insurance companywith long product development cycles cannot survive in this environment. Our client, a leading German insurance group, therefore opted for an agile approach to revolutionize its product development.

We supported the sustainable transformation by developing the appropriate target organization as well as broadly enabling the employees in parallel. Our deep knowledge of methods, the ability to adapt to the specific business challenges of our client and the right mix of training and coaching facilitated this process. We accompanied the 100+ project participants from the agile basics training to working independently in a scaled Scrum setup.

Our impact

Just one year after the start of the project and 40 percent below the development budget, the new organization was able to complete a life insurance product. The great success of the five product variants in the market led to the client’s decision to focus on agile product development in other areas as well.

Contact us

Agile Transformation
Agile Transformation
Lucas Brosi
Associate Principal
UX Design
UX Design
Friederike Dobler
Project Manager
Agile Management/OKRs
Agile Management/OKRs
York von Negenborn
Project Manager