The greatest potential for progress and change
lies in adapting the systems we work in
My purpose is to help shape environments in which customer
values are created by the intrinsic motivation of people
I advise and coach organizations on the challenges of agile transformations as well as the continuous application and optimization of agile ways of working
The Challenge
Digitisation is rewriting the rules of competition, with incumbent companies most at risk of being left behind…One banking CEO, says the industry is in the midst of a transition that occurs once every 100 years ...
We live now in the age of customer capitalism. The era of shareholder capitalism, i.e. pushing products and services at customers, of tweaking the supply chain, of parsing and manufacturing demand, with the single-minded goal of making money of shareholders, is over ...
Digitisation
Many companies today have at least already started to digitise their business processes. A lot of burning tires, but in many cases not much speed or outcome/added value is achieved. Often it is simply because organisations lack cross-departmental focus. The pareto rule says that 20% of your initiatives will result in 80% of your outcomes. Let's find out together what we can leave out, because your organisation is certainly busy to its tips.
Being agile not doing Agile
Are you an organisations in the middle of an "agile transformation" or planning one? The chances are good that you either don't see any impact or things have worsened. Stop your waterfall initiative of "doing Agile". It will not solve your problems! Begin to be agile and become an organisation that plays at the top when it comes to who learns best and can adapt fastest evolutionary! Because that is what makes the difference today.
Stop starting, start finishing
Are you an organisation that is still starting all its initiatives at the beginning of your fiscal year and, for some time with rising tendency not really much gets done in time, budget and quality. With your ocean liner probably you run under full load and everybody is well utilised. You are a highly efficient company. But are you also effective? Let's talk about an alternative approach and, together, move from efficiency to effectiveness.
Filling The Gap
It's the outcome that counts
not the output
Focus
on what matters
Become agile
by adapting your system as a whole
Tear down borders
and interact on customer value streams
Repivot Now
Manage Holistically Empower Your People
Become a pilot
use true business agility and
flight levels to manage your portfolio
Work together by identifying value streams
Optimize your process organization
(customers do not care about your organizational structure)
Dissolve your silos and act in the network
finally be/stay a
learning
continuously improving
"customer obsessed"
organisation
Some References
What My Customers & Partners Say
Fashionette Testimonial
… During my time as Managing Director of Fashionette GmbH, Sandro was always available to support any agile process-related and corporate culture aspects, and we could rely 100% on the delivery of our Scrum teams. We always knew the continuous improvement process was in good hands. … [read more]
Ronald Reschke
(Gründer & Geschäftsführer medicruiter GmbH)
Bundesliga
... Together we succeeded in raising the platform to a more modern and future-oriented level in a Life Cycle Management – parallel to the ongoing operation. Today, this basis created at that time serves us as the basis for the continuous changes and further developments that we have to face constantly ... [read more]
Christoph Forster
(Head of German Football Archive)
Single Iduna Group Testimonial
... As a true Subject Matter Expert, I would like to acknowledge Sandro as a valuable sparring partner in the role of the lead architect for the company-wide agile work, or “Agile Operating System,” and as a guide by my side as the Head of Agile Coaching. … [read more]
Danny Holtschke
(Product Manager | Agile Coach | Podcast—AgilerSenf.de)
SyroCon Consulting GmbH
... Using agile methods, Mr. Thiemann succeeded in improving the regular exchange of information between all participants, including strategic coordination, both in the area of team management as well as on the requestor and stakeholder side ... [read more]
Florian Pfütze
(Head of Business Development)