Join the Agile (R)Evolution
Moving a lot in small steps
Many companies have introduced agile practices - but the hoped-for effect often falls short of expectations if agility is understood primarily as a set of rituals and tools and not as a consistent focus on business goals, customer benefits and a suitable operating mode. We work with you to design an agile approach that suits your context, your organisation and your requirements. Whether it's an initial introduction, a targeted course correction or a consistent upgrade to a learning organisation - we accompany you from the initial assessment to the sustainable anchoring in everyday life.
What differentiates the undconsorten approach?
undconsorten combines agile principles with a clear focus on business impact, customer value and a suitable operating model. We help organizations embed focus, transparency, cross-functional collaboration and short learning cycles wherever they can help solve specific challenges more effectively—without turning frameworks or rituals into ends in themselves. Rather than becoming a box-ticking exercise, agility becomes a practical capability to clarify priorities, measure impact and adapt quickly in the face of uncertainty.
Agility after the hype
The great wave of agile transformation has passed—much like the pandemic, which dominated everything for a time and is now history. Much of what came with it was right: small, effective teams, rapid learning cycles and greater customer proximity. But not all of it. When organizations tried to industrialize agile working through large-scale frameworks, those very teams often became part of a factory again—with more roles, more rituals and less impact. In some organizations, “agile” itself has suffered reputational damage and is now more of a loaded term than a promise.
What remains are a few fundamental principles that were never wrong—and are becoming more relevant again today. Uncertainty has grown considerably, driven by geopolitical crises, economic pressure and the rapid change that AI both enables and demands. The greater the uncertainty, the faster the assumptions behind plans become outdated. A good plan remains valuable, but today it needs to be reviewed and adjusted more quickly than before. That is precisely what a few proven principles enable:
- Focus: Concentrate on what makes an impact, especially when resources are becoming scarcer.
- Transparency: Create clarity around goals, priorities and decisions so everyone works in the same direction.
- Iterative thinking and working: Try, learn and adjust rather than waiting until the end to test assumptions.
- Measuring success: Measure outcomes, not activity.
- Cross-functional collaboration: Bring people from different areas together around shared responsibility.
Why these principles matter again now
This revival is not a nostalgic return to the past, but a straightforward response to current conditions. When markets are volatile, supply chains are under geopolitical pressure and budgets are tightening, broad project portfolios and long chains of handovers offer little help. What organizations need is the ability to make priorities visible, learn in short cycles and move decisions closer to where the relevant knowledge sits.
AI reinforces this in two ways. It makes analysis, prioritization and decision support available more quickly—but delivers real value only if data and decisions do not remain trapped in silos. It also changes processes so fundamentally that redesigning them rarely succeeds within individual functions or as a purely theoretical exercise. Organizations rethinking processes with AI can hardly avoid cross-functional collaboration, short learning and testing cycles, and a high degree of transparency about what works. These are the very same agile principles—just without the methodological overhead that damaged their reputation along the way.
The more honest lesson of recent years is therefore not “more or less agility,” but less methodology for its own sake and more substance. Value comes not from scaling ceremonies, but from stable teams with clear responsibilities, clear priorities and the courage to measure success by impact rather than output.
Wie wir mit unseren Klienten arbeiten
Wir begleiten Organisationen dabei, diese Prinzipien dort einzusetzen, wo sie wirklich tragen – pragmatisch, unaufgeregt und auf Ihren Kontext zugeschnitten. Manchmal heißt das, einen Bereich konsequent neu aufzustellen; manchmal genügt es, wenige Dinge wieder geradezurücken. Was wir nicht tun: ein Framework über alles legen, nur weil es ein Framework gibt. Es geht nie um die Methode um der Methode willen.
Focus despite a full pipeline
When the list of initiatives exceeds the capacity available, moving faster isn’t the answer - genuine prioritization is. Together, we create clarity about which activities deliver the most value today and tomorrow, without losing the flexibility to respond when circumstances change.
Cross-functional sales instead of lone hunters
In complex B2B sales, success no longer depends on individuals alone, but on collaboration across functions. We help sales organizations align roles and shape processes and incentives so that teams can work faster, more reliably and more successfully.
Faster product development, closer to the customer
At a leading German insurer, lengthy development cycles were no match for a market driven by fintechs. We supported more than 100 participants, helping them build the foundations and progress to working independently. The result: a new life insurance product launched just one year after the project began, 40 percent under budget, with five variants successfully brought to market.