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There are many measures to achieve the goals of digital transformation, such as better customer focus or faster time-to-market. One of the most important is process optimisation.
Agile transformation is not an end in itself. Its main purpose is to create added value for the company, its customers and its employees. A corporate vision can help drive and steer this change.
Agile transformation requires a high degree of willingness to change. Awakening this in all those involved is not easy, especially in the banking environment, and often requires external support.
The question of which agile method is suitable for which project is not always easy. We try the comparison Kanban vs Srum.
Companies must be able to react ever faster in the face of crises and rapid, disruptive changes. As with people, resilience plays an increasingly important role in this. But how can they achieve it?
The topic of agility and agile transformation has arrived at most companies as an alternative to classic workflows. But to this day, some misconceptions persist among both proponents and critics of agile working.
Germany is having a hard time with digitalisation. What are the causes for this? The reasons that companies give for not starting or failing with digitisalisation projects are manifold. Important issues are a lack of know-how in the companies and too high costs.
Megatrends such as digitalisation, globalisation and flexibilisation are rapidly changing our working world today.
