How can the agile transformation succeed? Together with NewRe, we discussed this issue with managers and experts from various fields (Innovation, HR, IT, Operations, Strategy and Transformation) in Zurich – probably in one of the last events of this kind in the near future due to COVID-19.
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So far Niclas Frei has created 28 blog entries.
In June 2018 AGP, an innovative automotive glazing manufacturer headquartered in Peru, set off to a challenging endeavor: Their first transatlantic acquisition of Soliver, a well-regarded competitor from Belgium.
Last year, itelligence – one of the leading IT consulting firms focusing on SAP and the midmarket – renewed its mission statement and has since been using the motto "We Transform. Trust into Value".
undconsorten was awarded for the third time in a row as one of the hidden champions of management consulting. Here are five questions & five answers from our partners Axel Hüttmann, Axel Sauder and Jens Müller-Oerlinghausen regarding the Hidden Champion award in the field of Leadership & Organization.
As a leading Telcoplayer, Vodafone is pioneering the digital infrastructure. Together with undconsorten, Vodafone Germany has developed a Digital Accelerator for the business segment and introduced agile working approaches.
Through the joint development of a clear target picture, the optimal balance of push & pull in implementation and the parallel addressing of systemic and behavioral levers, undconsorten achieved a significant performance increase in sales.
In the second half of 2018, we were asked to support the turnaround of a large, globally active medium-sized company. In collaboration with an internal project team and management, we developed and validated measures with medium-term savings potential in the three-digit million range.
Hays Steilberg, Executive Vice President Management Development, talks to undconsorten on the integration of talent management and strategy at Bertelsmann
undconsorten has been supporting KPMG Germany for over two years in developing and introducing an innovative and comprehensive personnel concept under the motto “Führung stärken. Stärken fördern” (“Strengthening leadership. Promoting strengths”). The result is a new management structure in which young managers assume more disciplinary responsibility.
We have introduced agile methods in the product development of a leading insurance company which has a highly heterogeneous IT landscape, strict legal regulation and traditional working methods.