It’s time to release the tiger

and to unlock your team’s potential!

In a dynamic, complex and fast changing environment, the effectiveness of traditional line management approaches reaches easily their limits.

To grow and to remain competitive, organizations have to have teams with the capability to closely collaborate across functions and geographies and to deliver more change of greater scope quicker and more effectively than ever before.

By now, many organisations across the corporate, public and nonprofit sectors have some experiences with agile methods. Small, flexible, self-organized teams are designed to stay close to customers and to adapt quickly to a changing environment.

Empowered Teams perform better

The results of empowered teams are higher team productivity and morale, faster time to market, better quality, and lower risk than traditional approaches can achieve.

The university of Koblenz, Germany, surveyed organizations which have shifted their operations to empowered, agile teams.

More than 600 participants from more than 30 countries provided an insight into the successes, practices and fields of application in the study “Status Quo Agile”. University Koblenz 

Key insights:

  • Almost two-thirds of participating organizations have been using agile methods for less than 4 years only
  • Empowered teams perform better across all criteria: quality of results, employee motivation, teamwork, on time delivery, efficiency, customer orientation and transparency
  • 80% see earnings and efficiency improvements through the use of agile methods

The Challenge

Only one third of organizations shift towards empowered teams successfully. Many organisations fail providing the transformative change needed by only focussing on agile methods without taking into consideration the organizational environment.

Both symptoms have one thing in common: Same old thinking = same old results.

Who killed change?

Root Cause No.1 - Component View

From our experience, organisations struggling to empower teams, often just focus on one or maximum two of the following four components: 

PEOPLE, PROCESS, CULTURE and SYSTEMS


Conducting workshops on agile project management methods like Scrum or Kanban doesn’t take into consideration obstacles and barriers in the working environment which prevent teams from taking initiative. Such obstacles can be a hierarchical organizational culture, group dynamic or systems provided by the working environment.

Key Questions:

How can new tools and mindset be integrated into the existing workflows? Does the organizational culture support the behavior you seek? If not, what are the key drivers to develop the organizational culture and to design a working environment that not only promotes, but demands empowered teams? How do the existing systems promote the new approach? Just focussing on one or two of these components while ignoring the others often leads to short term achievements without long-lasting transformative change.

Our Approach: System View

Preparing your bike for a tour, you wouldn’t just look at the bicycle chain while completely ignoring tires, pedals and brakes, right?

On your organization’s journey, we look together at your organization as an interdependent system and not as individual components.

What exactly do you want to achieve? How can you manage the change so that people are committed? What are the implications on workflows and processes? What tools are required to empower your team? Does the organizational culture need to be adjusted? How? Do your systems foster and enable the new mindset?

This way we avoid a tunnel view on individual components, leading to blind spots in the change program.

Instead, we analyze the interdependencies across the entire system and bring PEOPLE, PROCESS, CULTURE and SYMSTEMS in sync.

How does it work?

We combine our field tested program and project management methodologies with expert advice to ensure the successful execution of our clients’ transformation programs and deliver the expected results, in time, budget, and quality.

Analysis

Gain solid understanding of the context by using field-tested factbased system-view tools

Strategy

Prioritize opportunities for improvement and set objectives for transformative change

Design

Develop a change programme which ensures that people, process, culture and systems are in sync and promote the objectives

Roll-out

Execute a change program, applying    agile practices, monitor progress and steer change in close collaboration with stakeholders

Sustain

Evaluate year-overyear progress of performance against KPIs, make adjustments and further develop as necessary