References
Agile transformation
As part of the agile transformation, Scrum Masters, Product Owners and initially also project managers were trained and supported. The focus was on the transition from traditional to agile methods, including the communication of agile philosophy, values and principles. The SAFe framework was introduced in order to effectively integrate agile methods into the existing structures. This comprehensive transformation aimed to increase flexibility and efficiency in complex projects.
As part of the agile transformation, Scrum Masters, Product Owners and initially also project managers were trained and supported. The focus was on the transition from traditional to agile methods, including the communication of agile philosophy, values and principles. The SAFe framework was introduced in order to effectively integrate agile methods into the existing structures. This comprehensive transformation aimed to increase flexibility and efficiency in complex projects.
International team consolidation
As part of the internationalisation of a department, two locations were brought closer together. A common image and understanding was initially developed through various workshops. These workshops served to clarify mutual dependencies and develop a standardised way of working. Through specific projects and work, a common team understanding was ultimately created that promotes and strengthens cooperation across national borders.
As part of the internationalisation of a department, two locations were brought closer together. A common image and understanding was initially developed through various workshops. These workshops served to clarify mutual dependencies and develop a standardised way of working. Through specific projects and work, a common team understanding was ultimately created that promotes and strengthens cooperation across national borders.
MA activities
As part of the MA activities of a medical technology company, the development department was supported in finalising a new product. In an interim role, we worked out how to structure the department in an agile way, efficiently integrate resources from the parent company and develop a common culture. The implementation of agile values and principles took place in a practical manner and was continuously promoted by the company hierarchy, with the main focus on product completion.
As part of the MA activities of a medical technology company, the development department was supported in finalising a new product. In an interim role, we worked out how to structure the department in an agile way, efficiently integrate resources from the parent company and develop a common culture. The implementation of agile values and principles took place in a practical manner and was continuously promoted by the company hierarchy, with the main focus on product completion.
Organisational development and agile transformation (biotechnology)
The agile transformation was developed and implemented interactively in collaboration with the company management and department heads. In pilot projects, joint workshops and training sessions led to the development and internalisation of agile values and principles. The practical application of these approaches supported product development. Regular reviews, retrospectives and adjustments to the methods improved the understanding and effectiveness of the processes. The aim was to increase the maturity level of self-organisation and to optimise the handling of dynamic external influences.
The agile transformation was developed and implemented interactively in collaboration with the company management and department heads. In pilot projects, joint workshops and training sessions led to the development and internalisation of agile values and principles. The practical application of these approaches supported product development. Regular reviews, retrospectives and adjustments to the methods improved the understanding and effectiveness of the processes. The aim was to increase the maturity level of self-organisation and to optimise the handling of dynamic external influences.
Project management (Erbe Elektromedizin) New building, logistics, production and development building with organisational development
The ‘erbe 4.i’ project aimed to create a sustainable centre of excellence for medical technology instruments. As part of the project management role, the building was realised in close collaboration with the client and planners. The project comprised the construction of a new 24,000 square metre building for development, production and logistics, and led to the creation of 500 jobs through strategic planning and implementation. The project management focussed on the efficient integration of all planning phases and construction processes, bringing together the client’s multiple perspectives.
The ‘erbe 4.i’ project aimed to create a sustainable centre of excellence for medical technology instruments. As part of the project management role, the building was realised in close collaboration with the client and planners. The project comprised the construction of a new 24,000 square metre building for development, production and logistics, and led to the creation of 500 jobs through strategic planning and implementation. The project management focussed on the efficient integration of all planning phases and construction processes, bringing together the client’s multiple perspectives.
