Sourcing an ERP in just 2 days with Lean-Agile Procurement is a leading example of the potential of true collaboration. Learn how you can create a win-win situation for all parties involved – customer, buyer, and vendor.
Another incredible success story applying Lean-Agile Procurement has got a global recognition at the World Procurement Awards 2020. Or would you have been thinking that an ERP could be sourced in less than 4 weeks?-Well, SwissCasinos and flowdays just did it!
Have you heard about Beyond Budgeting before? If not, you better get to it now. Beyond Budgeting is basically Business Agility but seen from the financials point of view.
Agility needs further development in leadership. You can read in Christoph's current blog article how a systemic perspective enables a completely new view of agile leadership and organizations and opens up new approaches to further development.
Procurement so far has shown that CKW must move faster and closer to customers in order to better meet their needs. So they decided to try Lean Agile Procurement (LAP) for the first time in order to procure a group intranet solution. With fantastic results, e.g. 400% increased time-to-market!
Equinor (formerly Statoil) is a Norwegian energy company with 20,000 employees in 36 countries and a turnover of around 70 bn. USD. Its main activity is still oil and gas exploration and production, but the renewable energy business is increasing fast, preparing the company for a low carbon future. Statoil is the world’s largest operator in waters deeper than 100 meters, and has built on this competence to become a major player in offshore wind, which includes building the world’s first floating offshore wind farm.
IPv6 is slowly but irresistibly making its way into the Internet and into our networks. In industrial countries, the average user adoption rate is around 30%, Belgium being the leader with over 50%. Over 25% of the Top Alexa 1000 websites are dual-stack, meaning reachable over IPv4 and IPv6.
In Agile we try to create customer value in iterations. In order to get feedback as soon as possible those are as short as possible. The trend is to shorten the feedback cycles even more so that usually one week iterations became a good practice. Now there are situations where even one day is too long to get feedback. We have developed and successfully implemented a simple tool which we would like to share with you here.
The poster Agile in a Nutshell by Mia Kolmodin was download over 18'000 times since Oktober 2016 and is awailable in GERMAN now too. We at flowdays believe this is a super tool to introduce Agile and translated it to GERMAN.
By Mia Kolmodin: As many of you might know, the product owner role is perhaps the most difficult role in the Agile setup. It sometimes feels like it takes super powers to manage. Here I have tried to capture some of the important mindsets, processes and tools that I find valuable for coaching and training Product Owners and Agile Teams and leaders.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post, we retrospectively look back at the 3 Big Room Events, each with around 100 employees. What was good, what could be improved and what would we do differently today?
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we take a look back to the 3nd Big Room, where the 100 employees aligned the new sagas with the new strategy self-organized.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we look at the 1st Big Room, where the new model was challenged with about 100 employees.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we take a look back to the 2nd Big Room, where the 100 employees formed self-organized teams.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
Almost all companies are currently enforcing there businesses becomming more agile. Here is the problem, there’s rather no definition what business agility means, nor an instrument out there where you could see the progress of your journey.-The only thing we know is one size doesn’t fit it all!-So what’s the alternative, what if you could build our own Maturity Model for Business Agility and use it as a collaboration tool too?
The GOTO Night with Mirko Kleiner & Joe Justice was split into 2 parts. First the Inspiration Speech by Mirko Kleiner, the Creator of Lean-Agile Procurement presented a new promising approach for procurement, followed by an intro in scrum@hardware by Joe Justice, CEO of Wikispeed and Scrum@hardware at Scrum inc. The Slides, as well as impressions are published in this blog post
Gemeinsam erschufen wir mit den Teilnehmern an der Agile Bodensee 2016 ein Leitbild einer agilen Organisation. Es entstand eine angeregte Diskussion bzw. Erfahrungsaustausch, wobei die Resultate direkt durch Georg Mauch live visualisiert wurden. Ein gelungener Workshop mit sehr positivem Feedback. Vielen Dank an die Teilnehmer fürs Mitmachen!
Thanks to the Conference in Kiev Pete Behrens und Philipp Engstler get in touch. There shared enthusiasm for agile leadership led one to the other, so that Pete agreed to have a speech with Philipp at this year's Agile Leadership Day in Zurich. Find in this blog post the slides of the presentations from Pete and Philipp.
In Kooperation mit SEI.net haben wir einen Workshop für die LAS 2016 ( leanagilescrum.ch) Konferenz ausgearbeitet. Es war unser primäres Ziel ein visualisiertes Leitbild einer agilen Organisation gemeinsam mit den Teilnehmern zu erstellen. Ein zweites Ziel war das Format des Workshops und dessen Eignung für Grossgruppenmoderation zu testen. Geundsätzlich sind wir sehr zufrieden mit dem Format des Workshops und sind den Teilnehmern sehr dankbar für den wertvollen Feedback.
Wir haben ein Format entdeckt, welches gut und gerne beim Start eines (Change-)Vorhabens eingesetzt werden kann. Die Teilnehmer gestallten an der Lösung mit, sind Beteiligte und keine Betroffenen - Kommunikation auf Augenhöhe. Passt!
Vielen Dank nochmals allen die zum Erfolg dieses Workshops beigetragen haben: Teilnehmer, Visualisierer, Moderatoren, dem Timeboxer :-) und dem Veranstallter der LAS!
At Agile Breakfast Luzern August 18th 2016 flowdays presented Lean-Agile Procurement to bigger audience of agile experts at once. The feedback was positiv!
Classic approached evaluations (RfI > RfP > RfQ) are expensive, take ages and focus primarly on product/service. Agile organizations tend to form different. So I decided to find a new, leaner approach for evaluations and I like to share my results with you. I call it the Lean Proposal Canvas: ONE Day <> ONE Page <> ONE Evaluation.
Up till now strategies were developed top-down, 1-5 years ahead and where quit static. As agile teams are getting continuously market feedback a strategy could get out of date very fast. But how to overcome this mismatch?
Sourcing an ERP in just 2 days with Lean-Agile Procurement is a leading example of the potential of true collaboration. Learn how you can create a win-win situation for all parties involved – customer, buyer, and vendor.
Another incredible success story applying Lean-Agile Procurement has got a global recognition at the World Procurement Awards 2020. Or would you have been thinking that an ERP could be sourced in less than 4 weeks?-Well, SwissCasinos and flowdays just did it!
Have you heard about Beyond Budgeting before? If not, you better get to it now. Beyond Budgeting is basically Business Agility but seen from the financials point of view.
Agility needs further development in leadership. You can read in Christoph's current blog article how a systemic perspective enables a completely new view of agile leadership and organizations and opens up new approaches to further development.
Procurement so far has shown that CKW must move faster and closer to customers in order to better meet their needs. So they decided to try Lean Agile Procurement (LAP) for the first time in order to procure a group intranet solution. With fantastic results, e.g. 400% increased time-to-market!
Equinor (formerly Statoil) is a Norwegian energy company with 20,000 employees in 36 countries and a turnover of around 70 bn. USD. Its main activity is still oil and gas exploration and production, but the renewable energy business is increasing fast, preparing the company for a low carbon future. Statoil is the world’s largest operator in waters deeper than 100 meters, and has built on this competence to become a major player in offshore wind, which includes building the world’s first floating offshore wind farm.
IPv6 is slowly but irresistibly making its way into the Internet and into our networks. In industrial countries, the average user adoption rate is around 30%, Belgium being the leader with over 50%. Over 25% of the Top Alexa 1000 websites are dual-stack, meaning reachable over IPv4 and IPv6.
In Agile we try to create customer value in iterations. In order to get feedback as soon as possible those are as short as possible. The trend is to shorten the feedback cycles even more so that usually one week iterations became a good practice. Now there are situations where even one day is too long to get feedback. We have developed and successfully implemented a simple tool which we would like to share with you here.
The poster Agile in a Nutshell by Mia Kolmodin was download over 18'000 times since Oktober 2016 and is awailable in GERMAN now too. We at flowdays believe this is a super tool to introduce Agile and translated it to GERMAN.
By Mia Kolmodin: As many of you might know, the product owner role is perhaps the most difficult role in the Agile setup. It sometimes feels like it takes super powers to manage. Here I have tried to capture some of the important mindsets, processes and tools that I find valuable for coaching and training Product Owners and Agile Teams and leaders.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post, we retrospectively look back at the 3 Big Room Events, each with around 100 employees. What was good, what could be improved and what would we do differently today?
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we take a look back to the 3nd Big Room, where the 100 employees aligned the new sagas with the new strategy self-organized.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we look at the 1st Big Room, where the new model was challenged with about 100 employees.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
In this blog post we take a look back to the 2nd Big Room, where the 100 employees formed self-organized teams.
Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.
Almost all companies are currently enforcing there businesses becomming more agile. Here is the problem, there’s rather no definition what business agility means, nor an instrument out there where you could see the progress of your journey.-The only thing we know is one size doesn’t fit it all!-So what’s the alternative, what if you could build our own Maturity Model for Business Agility and use it as a collaboration tool too?
The GOTO Night with Mirko Kleiner & Joe Justice was split into 2 parts. First the Inspiration Speech by Mirko Kleiner, the Creator of Lean-Agile Procurement presented a new promising approach for procurement, followed by an intro in scrum@hardware by Joe Justice, CEO of Wikispeed and Scrum@hardware at Scrum inc. The Slides, as well as impressions are published in this blog post
Gemeinsam erschufen wir mit den Teilnehmern an der Agile Bodensee 2016 ein Leitbild einer agilen Organisation. Es entstand eine angeregte Diskussion bzw. Erfahrungsaustausch, wobei die Resultate direkt durch Georg Mauch live visualisiert wurden. Ein gelungener Workshop mit sehr positivem Feedback. Vielen Dank an die Teilnehmer fürs Mitmachen!
Thanks to the Conference in Kiev Pete Behrens und Philipp Engstler get in touch. There shared enthusiasm for agile leadership led one to the other, so that Pete agreed to have a speech with Philipp at this year's Agile Leadership Day in Zurich. Find in this blog post the slides of the presentations from Pete and Philipp.
In Kooperation mit SEI.net haben wir einen Workshop für die LAS 2016 ( leanagilescrum.ch) Konferenz ausgearbeitet. Es war unser primäres Ziel ein visualisiertes Leitbild einer agilen Organisation gemeinsam mit den Teilnehmern zu erstellen. Ein zweites Ziel war das Format des Workshops und dessen Eignung für Grossgruppenmoderation zu testen. Geundsätzlich sind wir sehr zufrieden mit dem Format des Workshops und sind den Teilnehmern sehr dankbar für den wertvollen Feedback.
Wir haben ein Format entdeckt, welches gut und gerne beim Start eines (Change-)Vorhabens eingesetzt werden kann. Die Teilnehmer gestallten an der Lösung mit, sind Beteiligte und keine Betroffenen - Kommunikation auf Augenhöhe. Passt!
Vielen Dank nochmals allen die zum Erfolg dieses Workshops beigetragen haben: Teilnehmer, Visualisierer, Moderatoren, dem Timeboxer :-) und dem Veranstallter der LAS!
At Agile Breakfast Luzern August 18th 2016 flowdays presented Lean-Agile Procurement to bigger audience of agile experts at once. The feedback was positiv!
Classic approached evaluations (RfI > RfP > RfQ) are expensive, take ages and focus primarly on product/service. Agile organizations tend to form different. So I decided to find a new, leaner approach for evaluations and I like to share my results with you. I call it the Lean Proposal Canvas: ONE Day <> ONE Page <> ONE Evaluation.
Up till now strategies were developed top-down, 1-5 years ahead and where quit static. As agile teams are getting continuously market feedback a strategy could get out of date very fast. But how to overcome this mismatch?