Hits for your search: Level 3

Instead of rigid hierarchies and strict control, we focus on personal responsibility, cooperation at eye level and continuous development - including within ourselves.

We need Agile beyond the team level. Some people say, “the problem is scaling in itself”. But ignoring scaling is not an option. There are many arguments against it. Reason one: Assume we work according to agile values and principles at the team level. Then it is helpful if we coordinate between the teams according to the same values and principles.

3) Gaining insights: Why are these issues occurring? What were the reasons why something went particularly well? 4) Decide on actions: Specific suggestions for improvement are formulated and all or a selection are committed by the team.5) Find a good conclusion: Ensure that all team members come out of the meeting well.

Always at eye level, open, authentic and transparent. We work with you co-creatively to shape New Work and Agility. We live New Work and Agility ourselves, especially in consulting - let us surprise you. Let us think about solutions for you Your contact person: Malte Foegen 64293 Darmstadt malte.foegen@wibas.com E-mail Call Business card

With our experience and knowledge, we can help you to successfully take your organization to the next level. Let's work together to achieve your goals and increase your success. We will gladly support you operationally Contact us or make an appointment directly. We are Timo Foegen, Yvonne Fischer, Tina Eisoldt, Daniel Votta and Lutz Koch. And we look forward to talking to you.

By providing support on two levels - strategic and operational - we ensured the harmonization of a strategic product development and a sustainable, operational implementation.

This leads to some reference stories being a ‘2’ or ‘3’ (or maybe something else) after aligning. The team representatives go back their teams, with some of their reference stories being a ‘2’ or ‘3’ (or maybe something else) after the alignment. However, this is a more advanced technique that requires some understanding of Story Point estimation by the teams.

All the things we apply to the teams must also be re-thought on the management level. If we do that, I think we could get somewhere. And who asks managers not to load themselves 100%? 100% utilization is bad on team-level, but what about the management-level, who talks about that?

With our deep expertise in scaling, Lean, and Agile methodologies, combined with extensive practical experience, we support you in elevating your collaboration to the next level and aligning it for optimal success. Your contact for Agile Scaling: Malte Foegen 6429 Darmstadt malte.foegen@wibas.com E-mail Call Business card

The most common frameworks encountered are Scrum and Kanban at team level, design thinking for innovative tasks and SAFe in a scaled environment, i.e. where several teams are to work together in an agile manner. OKR is used to focus activities for strategy implementation. Wondering what these frameworks actually involve?