Organzational Development

On the way to an agile organization

We are in a time of digital upheaval. Everything is changing rapidly. The complexity is increasing. Old ways and "best practices" no longer work. This requires a rethinking in organizations. Structures need to be developed that enable decentralised decision-making processes and the assumption of responsibility by individuals and teams alongside a hierarchy. In which experiments and reflection become the norm.

Security is then generated via circular structures, standardised procedures, moderated communication processes, values and  mindfulness that ist robust against paradoxes.


Where does the transformation of your company begin?

How do you find out which mental models dominate in your company, organization, department and team? A proven and, compared to costly surveys of the members of an organization, very cheap, efficient and effective approach is to go beyond the collection of values. The tools for cultural transformation from the Richard Barret Center support this process. The following video gives a first orientation.


Step-by-step approach:

  • Clarification of the needs and the mission
  • Activate the participation of the workforce for example with a survey or
  • Collection of values with the help of Cultural Transformation Tools (CTT) or an open space event on values  (optional)
  • Workshops about agile organisation (optional)
  • Support of a transition team in the company
  • Implementation of interventions and retrospectives
  • Learning support through coaching and trainings of crucial social skills like giving and receiving feedback or morderation skills
  • Support in the conception and implementation of agile HR practices (optional)


Which values guide me to develop organizations?

The will to create structures with others that provide security, autonomy and creativity at the same time, as well as implying increasing responsibility and learning from mistakes and successes.

I was inspired by Frederic Laloux, Nils Pfägling, Jurgen Aleppo, Ken Schwaber and Jeff Sutherland, Stefan Truthähn and Claudia Schröder and Bernd Oesterreich. With the latter I have also been trained to be a collegial leadership developer. This involves the development and expansion of dynamic and robust structures that include leadership work across hierarchies as a common concern.

My task as an organizational developer is to support companies and organizations in an advisory role. In doing so, I orientate myself on the design thinking process. This means that I give impulses to design members of the organization through mini-workshops on agile topics, questions, or feedback. Especially when it is time to move from the searching, discussing or diverging phase to the decisive, prioritizing or converging phase, I support sometimes moderating, sometimes with a concrete solution proposal.

Thus, the classic, waterfall oriented phases of organizational development - diagnosis, planning, implementation and evaluation - are changing into an iterative process consisting of the steps understanding - observing - synthesis - ideas - solutions - intervention - prototype testing - reflection.

In addition, I act as a learning trainer when it comes to building up and expanding social or agile skills. This can be in the form of coaching, training to give and take feedback or a workshop to develop a team towards agility or decision-making skills.