• We design customer-oriented organizations that have the capability to deliver

    Your contact person: 64293 Darmstadt claudia.raak@wibas.com e-mail Call Business card

  • People at wibas: how we work and live

    FINDS THE RIGHT CONTACT FOR YOU: Jana David 64293 Darmstadt jana.david@wibas.com E-mail Call Business card

  • Effective corporate strategy and portfolio management

    This agile approach not only promotes collaboration, but also ensures that everyone involved is working towards a common goal and that the implementation of the corporate strategy is supported in the long term. your contact person: Malte Foegen 64293 Darmstadt malte.foegen@wibas.com e-mail Call Business card

  • Design Thinking: Creative process for new ideas

    Your expert for Design Thinking: 64293 Darmstadt info@wibas.com E-mail Call Business card

  • wibas Cadence Calendar for SAFe

    YOUR SAFE PLAYBOOK PARTNER: 64293 Darmstadt david.croome@wibas.com E-mail Call Business card undefined

  • SAFe - How to make it good

    The solution is up to us: sharpen agile understanding, then re-understand SAFe patterns with that view, and then implement great cinema. The added value for you: We replace at least two big misunderstandings in SAFe with real agile, taking two steps to great agile cinema.

  • Why we work at wibas

    But STOP: This is not a general call for scaling. :) Will be happy to tell you more about working at wibas: Sybille Besecke 64293 Darmstadt sybille.besecke@wibas.com E-mail Call Business card

  • What is a Gemba Walk?

    We look forward to your call. 64293 Darmstadt info@wibas.com E-mail Call Business card

  • Product Owner for successful teams

    A wibas Product Owner is a master of value enhancementWhile many people immediately think of Scrum when they think of agility, we know that agility is much more than that. Our Product Owners are not only trained in Scrum, but are also proficient in Kanban, Lean, Design Thinking and other agile methods. This versatility enables our Product Owners to integrate into any agile environment.

  • Prioritize and Say No Properly – A First-Hand Report

    Currently, there is a good example where the team has reached its limits: The team was not able to provide technical support for six parallel training courses at the same time. The team noticed this bottleneck early on and made it transparent. This allowed two available coaches to step in and help out.