Agility as a guiding principle for the entire Group
The Group is convinced of the superiority of agile leadership and agile working methods and is consistently driving forward the agile transformation in all business units.
Our client and the project
State-of-the-art vacuum solutions for highly specialized industries
The company is a leading provider of innovative measurement technology, sensor technology for critical processes and modern process control software to increase the productivity and quality of demanding vacuum processes in highly specialized industries. We were able to support the agile transformation of a business unit.
BU: Leak detection devicesBU turnover: €100 million
BU employees: 250
Client: BU manager
Project duration: 21 months so far
Consultant days: 90
From the idea to an agile organization
How does technical excellence become organizational agility? Our client's business unit asked itself this question - and deliberately opted for the systematic path to agile transformation that we proposed. Together with CO-Improve, we created a multi-stage program that developed leadership, culture and structures in equal measure.
Stage 1 - Creating a common understanding
The first step led not only to methods, but also to people's minds. In a two-day basic training course, the Business Unit Head and selected managers worked out what agile working methods really mean - beyond buzzwords. The aim was to develop a shared understanding of agility as a management and mindset, not just as a method application.
Stage 2 - First steps into the new
A transformation team was formed on this basis - agile, cross-functional and with a clear goal: to shape change from a practical perspective. The first agile pilot projects in product development were initiated and supported. At the same time, an agile project portfolio management system was created that combined transparency, prioritization and strategic control. Several product owners and scrum masters were trained and actively empowered - the operational implementation began.
Step 3 - Expanding and anchoring the transformation
It quickly became clear that agility is effective when it is not only applied selectively, but across the board. This is why all managers were trained - across departmental and hierarchical boundaries. New agile working methods were also applied outside of product development, e.g. in production, product management and HR management. With the establishment of agile leadership and selected agile methods such as Kanban boards, stand-ups, delegation poker and retrospectives, the integration of agile principles into day-to-day management began.
The result
A business unit that is not only technologically but also organizationally fit for the future - with more clarity, more customer proximity and more personal responsibility in day-to-day work.