Corporate organizations are changing in the wake of digitalization. They are becoming more responsive, collaborative, creative, and customer-oriented, in short: more agile. More flexible forms of organizations help companies keep up with the changing circumstances of today’s and tomorrow’s business world. This includes committing to modern digital work environments and ways of working.
Organizational design also means the design of an attractive and innovative digital work environment that many essential groups of professionals have come to expect from their employers. Agile forms of organizations enable highly innovative, entrepreneurial, and customer-centric structures and provide the necessary responsibility and oversight for shareholders, employees, and co-determination bodies. We see particular promise in small agile teams that work autonomously on their missions to produce measurable results with as little lag as possible.
We help you understand the need and importance of organizational change in the age of digitalization and work with you to answer what we see as the essential questions: Which specific agile organizational forms are suitable for your business, and how can we introduce them as quickly as possible? This considers other, deceptively soft factors of organizational transformation, like culture, leadership, and communication which all people involved need to consider and keep as prime items on their agenda.
The right mix in the team is particularly crucial: Smaller agile units need to strike the perfect balance between competences and personalities. Diversity is the trump card. This is why we apply a digital competency model to all agile teams and build each unit with a unique identity:
Pioneered by software developers in the 1990s, the precepts of agility are being taken up by entire organizations: Digital teams have long begun to employ agile methods like Scrum and Kanban to launch and develop more responsive and more radically customer-centric projects than ever before. Their mindset has filtered through into the organizations around them. Depending on the business model, agility has become paramount for a majority of our clients’ organizations. For more traditional organizations or family-run companies, this can create a new challenge: How to apply agile methods in existing structures and organizations that are used to a different way of working? What they need is an individual answer developed in tandem by the decision makers on the front lines and specialized organizational experts and tailored perfectly to fit the needs of the established organization.
Opportunities for bringing people together under the idea of agility can be found by mixing and matching the concepts proposed by Scrum, such as squads and guilds, to the unique circumstances of the organization in question. The essence of any agile order is its dedication to giving people and teams the greatest degree of autonomy possible to keep up with the pace of modern markets and innovative developments – with digitalization as our pace-setter. Autonomous teams have two major advantages: Independent professionals can put their ideas to the test – a source of motivation and loyalty. And successful innovations will reach the markets much sooner when teams can launch them under their own steam and without the shackles of hierarchies and slow coordination processes. The key to the transformation processes that we are promoting for our clients with dedication and all of our experience is to combine the evolution of the organization and its people with the acquisition of new competences and methods.