![]() ![]() A content strategy needs a lot of different content that has to be played on different platforms - and not just once, but continuously. Let's look at the management method in terms of an agile content strategy. In an agile organization with a higher degree of maturity, teams make this decision completely self-organized. If the context of the team changes in the course of development - for example, because a new product idea reaches the product-market fit - a team will also change its process model. The agile methods of the frameworks offer concrete tools that help the team to solve a specific problem.Įach procedural model has different agile practices and rituals that ensure better collaboration in everyday life.Īgile teams work with different process models depending on the context. With agile principles and values, the teams receive practical points of orientation according to which they should act in everyday life. Instead of specifying a single agile method, teams with these procedural models receive comprehensive tool cases, practices, and principles - supplementary guidelines for the various levels of collaboration: At the operational level, there are various models that teams can use to achieve their goals. When agile work is talked about, process models such as Scrum, Kanban, or Design Thinking are mostly meant. Whenever it is not a matter of identifying or developing new solutions, but rather of optimizing constant production processes, models and methods from lean management are more likely to be used in agile organizations.Īgile work and process models: From Scrum to Design Thinking With agile work, you are 15-60% more successful than teams in a “command-and-control” work environment.Īgile work helps to manage projects or ongoing developments in an environment of constant change. They take full responsibility for their product or service, learn from their customers, and make all the necessary decisions independently. Whether in agile project management with Scrum, in innovation management with design thinking, or with agile organizational forms such as Holacracy: it is always about agile teams composed of experts from different disciplines to solve the problems of a defined group of people in collaborative cooperation. Everything else will follow.”Īgile work is primarily characterized by collaborative forms of work that serve to identify innovation or development potential and to convert it to a solution with the highest possible acceptance. “If you adopt only one agile practice let it be retrospectives. Only the mindset provides the necessary freedom, allows a team to take on responsibility, and develop a passion for their topic that is rarely found. Above all, you need an agile mindset, an attitude that enables hierarchy-free work at eye level, self-organization, and self-management. It is not just about the individual methods. ![]() What began with home office or open space room concepts was expanded to include management and organizational models, salary systems, and many other components.Īgile companies are changing the way they work together at all levels and in all areas. But over time, these new forms of cooperation have developed into a holistic system that goes far beyond the two procedural models. Since Scrum and Kanban became established in IT, these process models have been equated with agile work in many companies. ![]() This executive summary gives an initial overview. ![]() This page offers a comprehensive definition of agile work.įrom Scrum to Design Thinking: The world of agile forms of work brings not only new process models and methods, but also a new language. Under melodious titles such as “Leadership 2020”, “Now” or “NewWoW”, they start initiatives to shape their working environments of the future. Our working world is changing: In addition to the pioneers of agile forms of work from Silicon Valley, there are also increasing numbers of companies that have mostly positive experiences with the “New Work”. The main features of high-potential management are presented below. Winning, developing, motivating, retaining, and deploying these people in a targeted manner requires a systematic approach. It does not address the question of how the potential of each employee can be raised, but rather the focus is on high potentials who can secure the company's success in the long term. This article focuses on a subform of talent management, the “narrow approach”. Divergent perspectives make understanding difficult. Understanding of talent management does not exist in either science or business practice. Only through a better understanding of talent management, you can secure your competitiveness and success. Talent management is a central strategic task, but many companies find it difficult to implement.
0 Comments
Leave a Reply. |