Find out more about the topic of agility...

In today’s complex and dynamic working world, effective collaboration between employees is playing an increasingly important role. As a manager, how can you, increase the performance of your agile team through information sharing and psychological safety?

Have you often found yourself leaving strategy work undone over the past few years because you had no time or energy for it due to the crisis and chaos? Did you feel the same way as many of the 400+ managers we spoke to during this period and had the feeling that the strategy work you are doing now will be forgotten in 3-4 months?

Every agile team is different. This is what makes working with agile teams so exciting, but it also poses many challenges!

The pandemic was not the reason for the global supply bottlenecks – Covid was just the trigger. The reasons lie in mismanagement and an economy that is not designed for disruption.

Reflect, tidy up, set goals. With these five steps, you can successfully set your annual goals – as a team or individually.

A survey of our customers has shown that most will switch to a hybrid working model. How do we ensure performance and team spirit?

Do you want to develop products or services that will be enthusiastically received by the market? Do you want to take your company to a whole new level? Do you and your employees want to become more agile and future-proof? Then go ahead! Design Thinking makes it possible.

The success factor of Design Thinking! With methods such as Design Thinking or other frameworks, the question often arises as to why some companies or people are so particularly disruptive with them.

… at least managers in the traditional sense. The buzzword “agile” is currently very much talked about and sometimes spreads euphoria as a “cure for all problems” and sometimes horror. The horror comes from the fact that agility is often not implemented (correctly) – but continuing as before under the disguise of “agile” degrades a sensible approach to an excuse.