Cases | Typical Problems and Concerns
In a development project lasting several years, several business units from the industrial automation sector were to jointly develop an innovative technological solution. However, the interests and commitment of the participants from the business units diverged greatly.
The first step was therefore to develop a common north star and anchor it as a strategic vision. In the end, the participants had developed a pictorial as well as a written vision.
The vision development succeeded because the focus was not solely on the vision, but above all on the interactive process to develop the vision.
A newly founded training and transformation division of an IT service provider wanted to position itself for the future. For this purpose, the development of a corresponding functional strategy was to be designed.
In the leadership team, the most important strategic cornerstones were thought through and decided. Afterwards, it was possible to mobilize/empower all >50 employees in a series of virtual workshops to fill this framework with life.
As a result, thematic teams formed enthusiastically during the workshops and agreed on first goals, processes, tasks and interfaces.
Strategy Implementation | Operating Model
A DAX company had decided on an agile operating model for its global R&D departments. However, conceptual details and implementation were still missing.
Operational measures such as new roles, budgets, leadership training and method tool-kits were therefore initiated in newly founded working groups. An agile approach to deploying the new operating model was successfully tested in pilot projects.
Central to the successful implementation was to set up the introduction of the agile operating model itself in an agile manner.