FAQs

Anyone who deals with agility, agile methods and agile organisation can quickly lose track. One reason for not finding the right entry point is usually the complexity of the topic. We recommend starting the agile transformation with an inventory: Where does my organisation stand? What is the goal of the transformation? Why is this goal so important for the organisation? If you put the actual and target state next to each other, it often becomes immediately clear what the appropriate next steps are, ideally in the form of quick wins. We support this process with our consulting and develop the further procedure with you and your organisation. What is important is not only what happens, but also that the pace of change suits your organisation and your employees.

It is not uncommon for the desire for agile working to come directly from employees. Is it about introducing agile methods or applying agile principles? In any case, we recommend going into communication. Find out what exactly the employees mean by agile working and what you can offer. There is no blueprint for this. Agile working must be individually agreed by teams and managers. This approach applies to both organisational development and management development.

Several playful elements are embedded in both agilerate products. These are particularly well suited to making complex topics more accessible and a holistic experience. These are games designed directly for the product and the respective situation. Part of every game is a reflection that transfers knowledge gained from the game to the everyday life of the organization. Our gamification elements promote openness and desire for change on a wide variety of levels.

Check out our video where we explain our gamification approach in more detail.

It is quite normal that the complexity and scope of topics only gradually become apparent. Then it makes sense to start with smaller stages and goals and to check the dependencies on each other. For example, start with individual scrum teams or develop the culture in small steps. This creates an initial roadmap that shows you how to proceed. In an agile sense, your approach can, may (and should) change along the way. The headings of the agilerate modules can serve as a guide.

In our experience, this can have several reasons. The most common is that you didn't take those around you with you on the trip. Then very different mindsets collide in the collaboration, for example between agile and traditional teams (pull vs. push, command vs. self-organisation). Common values and standards and the development of a common culture are essential for a sustainable anchoring of agility in the company.

Conflicts regularly arise between agile and traditional units, especially when it comes to dependencies. The reason for this is usually the different ways of working, the associated mindset and different planning periods. According to our experience the solution requires the harmonizing of the working methods. It can be useful – especially in the transition phase – to leave the strict path of teaching and to find suitable solutions for the respective situation. It is important not to torpedo the flow of agile teams by saying "back to before", but to develop an awareness of agility in the traditionally working units and to start the journey to an agile organisation together. The topic of the different ways of working keeps us busy - also playfully - in agilerate.

When the first agile methods have been successfully introduced, the question arises: what happens next? At this point, we recommend checking whether the organisation meets all the requirements for agility. Agility is such a profound change that agile transformation can only succeed if it also considers and develops the organisation with its hierarchy, its processes, its culture and its strategy.

Agile leadership means creating a framework in which managers and employees work together in a responsible, self-organised and motivated manner, develop their skills and independently bring in innovative solutions. Self-leadership, customer orientation, employee involvement and organisational development play a key role.

This question can not be answered generally. Your manager, HR development, management colleagues and employees each have different expectations of you as an agile manager. We therefore recommend that you first reflect on which parts of agile leadership are desirable and/or feasible for you and then coordinate with your environment. Of course, the framework conditions in your company are relevant - what is expected, supported, required? As part of agilerate Leader, each participant discusses and agrees with his/her employees. In agilerate Leader+ we also offer you the facilitation of your team workshop.

Everyone has different security needs. While for some it is not a problem to get the application for leave only a few days before, for others it is difficult to bear not knowing on Friday what to do on Monday. Here it helps to find out together where the individual need for security comes from. Perhaps the certainty of having something to do on Monday that corresponds to one's own competencies is completely sufficient. Secure “key points” create individual security in the midst of uncertainty. Basically, the transparency of what exactly is unsafe and what is still safe is beneficial for most employees. It is particularly helpful to proactively develop the mindset for dealing with uncertainty among employees.

Virtual leadership is a particular challenge: Distributed teams and mobile work, e.g., in the home office make proactive communication an essential part of leadership. In our experience, the key to success is mutual agreement for individual cooperation and leadership. Not all employees want the same level of attention. What is real interest for some, others perceive as control. Within agilerate Leader each manager needs to conduct a workshop with its own employees. In it, individual expectations can be clarified, and a mode of cooperation can be worked out that includes and supports the development of the manager.

It all depends on the current setup of your team! Maybe you need more competence for innovation, maybe just the "permission" to do so. Psychological safety is an important factor influencing the innovative strength of a team. Meeting design, shared values and an open error culture are important for this. Anyone who is allowed just to do things and is not afraid of making mistakes will automatically become faster and more innovative. In agilerate Leader you will learn how to develop an agile mindset and thus promote speed and innovation.

This question shows the difference between the traditional and the agile manager particularly clearly. Until now, it was normal for employees and was even required to receive clear work orders with precisely defined results from their supervisors. Agile leadership works differently. It is determined by the values and the inner attitude that every manager must define and develop for him/herself. A self-assessment of the agile mindset will help you to find out which agile requirements are particularly difficult for you. This self- assessment is part of agilerate Leader.