Our principles
Agile
We strengthen the agility of organizations in order to
notice relevant changes as early as possible,
respond appropriately,
adapt existing processes accordingly and
proactively create new business opportunities.
That's why we encourage strategic "driving on sight" and operational implementation in small stages. This is the only way to ensure that you can deliver valuable results to your customers even in turbulent times. Regularly pausing and reflecting between the individual stages helps you to learn from your strengths, but also from the problems that have arisen.
Lean
We design efficient work processes that
not only have individual systems in mind, but also the big picture
consistently focus on the benefits for your customers
focus on value creation and not on being employed
optimize workflows and not workload
That is why we start with the process organization and not with the structure. More value and less costs are created not by new roles or team structures, but by better interactions between the different business units. It's about having the right people working on the right issues at the right time.
Self-organized
We strengthen the ability to self-direct because
highly skilled knowledge workers do not need command-and-control to do good work
in complex environments it is a matter of distributing responsibility over many shoulders
decisions should not be centralised, but should be taken with the greatest possible expertise and situational knowledge
a great deal of solution competence and diversity of ideas lies with experts who are close to the customer
That's why we help you create the necessary conditions for successful self-organization. This includes a solid clarification of the myth-ridden term, the examination of pioneering companies and targeted training and coaching measures. Above all this includes clear framework conditions that create the necessary freedom, but also the necessary competence.
Results-oriented
We use agile, lean or self-organization to drive measurable improvements. and not because....
these approaches are "in" right now
agility is somehow part of the ubiquitous digitalization anyway
self-organisation is part of the good tone of New Work
lean management has become an integral part of knowledge work
That is why we always start with the question of which business problems we actually want to solve and set this as the north star on which all subsequent measures are oriented. Whether we want to use agile, lean or self-organization - as long as the "why?" question is not answered, you lack orientation. Furthermore, it is important to also congenially design the path to the desired improvements.