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»AS FEW AGILE

AS NEED BE …

WHAT´S AGILE ABOUT IT?

WHAT IS A SPRINT?

These Sprints become agile with the executing facilitator, coaches or moderators and his / her  attitude and ability to selectively apply agile frameworks and methods like Design Thinking, Scrum, Theory U, KanBan and Lego Serious Play.

Everyone talks about sprints, especially after Jake Knapp published his book - Sprint – in 2016. People who work in an Agile mode – e.g. Scrum – know a Sprint is a defined setting to work on a defined task. This is mostly a product increment: time-boxed, self-controlled and in a heterogeneous team of multi-disciplinary specialists. The effectiveness and potential of Scrum and Scrum Sprints is beyond question – the ideas of Scrum and other Agile frameworks are increasingly accepted in synch with the increasing pressure within  the corporate world towards Digital Transformation.

Change happens in containers: Sprints are Containers enabling Digital Transformation.

We define “container“ as a “holding space for a generative social process“ in the same sense as Otto Scharmer.

AgileSprints applies the term Sprint as the denomination of one or more moderated containers which are used to focus on a change  (e.g. in the sense of a new product, services, process)

  • in digestible and actionable portions

  • time boxed (e.g. days, weeks, months)

  • involving a limited number of hand-picked heterogeneous participants

  • leveraging agile frameworks and methods (As few Agile as need be – as much Agile as possible)

  • with a common attitude and intention

SERVICES

AgileSprints offers all Services virtually through means of digital technologies and face-to-face

TEAM

SPRINTS

DESIGN &

INNOVATION

SPRINTS

PROCESS

SPRINTS

STRATEGY &
LEADERSHIP

SPRINTS

 

TEAM SPRINTS

A Team-Sprint is an intervention which serves to fully unfold the potential of a team in its respective context. Each team member with her / his individual skills and needs is considered. In focus: the fully functioning team and the common responsibility of all team members for a common goal.

 

WHY

TEAM SPRINTS: New ways of team work with agile frameworks like Scrum, SAFE, KanBan have been established and proved their value especially  in the IT-space. Leadership in all corporate departments increase their pressure on teams to work Agile in the hope for a better team performance and finally to better manage the Sword of Damocles of our days: Digital Transformation.

HOW

TEAM SPRINTS: Sustainable team development takes care about a) 4+1 (= a common goal, clear definition of roles, orchestration of team processes, personal relationships, & interfaces to other teams); b) psychological security; c) involvement of all team members; d) both a collaborative and co-generative approach; e) a common mindset and attitude

WHAT

TEAM SPRINTS: Team members perceive a satisfying and comfortable working environment with the possibility to grow. Executives benefit from a reduction in management efforts, gain psychological relief and become more successful with their teams. Adjacent teams perceive the high performance of their Agile peers. The latter’s work  just shines and might serve as a best practice supporting innovation in the whole organization.

DESIGN & INNOVATION SPRINTS

Everyone is talking about Digital Transformation – it is the paradigm we all started towards the 21st century. What does it mean? What is it? Part of it – quite simply – relates to the development of user-centric, digital products and services. Agile Sprints emphasizes the development of sustainable digital products and services. However, we do not only relate to single users or individuals. We rather aim to generate a sustainable benefit for a more holistic ecosystem (e.g. shared economy, platform based ecosystem) instead of addressing the short term needs of a group of individuals. 

 

WHY

We live in VUCA-world with new technological possibilities and solutions which we didn’t dream of 10 years ago. Additionally, there will be truly global challenges which did not yet exist thus far or just raised in their meaning. Best practices from the past therefore are no longer helpful. Agile companies like the four GAFA apply those new technologies with ease and create products, services and solutions with an amazing user acceptance thanks to their simplicity, their problem-solution-fit and just because they meet the needs. Traditional corporates are more and more challenged by the GAFA and the like.

HOW

Design Sprints are one example for focused innovation processes. There are a few factors / “must haves” to make a Design Sprint successful:  the integration of heterogeneous experts on a peer-level; the holistic definition of the problem space; staying focused on a problem; application of a holistic need finding; a validated problem-solution-fit; teaching of Agile methods and frameworks in combination with a new agile mindset to human beings, society and ways of working.

WHAT

The consumer gets simple, good products which address sub-conscious or consciously real human needs. Innovative companies gain instant market success with their products and services, a quick time to market and a competitive advantage alongside a relative low innovation effort.

 

PROCESS SPRINTS

This covers he second aspect of Digital Transformation: the digitalization of company processes which can be either standard processes like CRM, SCM, F&A an HR or / and industry specific processes like e.g. credit or account management in Banking or product management and pricing of Telecommunication or Energy providers.

WHY

Inorganic growth by means of mergers & acquisitions is very popular especially for traditional companies. On their way to Digital Transformation they decide for the “Buy-side” of the “Make or Buy” dilemma. Rarely is a Post-Merger Integration really successful. More often, the enhanced corporate has to maintain the same processes multiple times. New technologies enable effective processes, but the strategy departments shy away from the change which would be needed to become more effective. Competitive advantages get lost, consumers react with a churn – brand loyalty doesn´t play a huge role any more.

HOW

All relevant stakeholders of a process need to be involved: e.g. employees, internal and external experts, interfaces / networks, etc. Frameworks like Design & System Thinking and methods like Perspective Change, Customer Journeys, Employee Journeys, the collection of User Stories, Process Mining and Mapping approaches, Industry Benchmarks, Work-Shadowing, Journaling, Interviews are great ways to disclose bottlenecks and create transparency for a sustainable redesign of a process.

WHAT

Increased adoption of the improved and seamless process from all applicants (e.g. employees and customers). Therefore an increased implementation of the improved processes within a corporate scaling up towards an increased cost efficiency. Increased customer satisfaction and customer retention.

 

STRATEGY & LEADERSHIP SPRINTS

A regular update of the strategy of business or functional units in a company is a common thing – be it annual, semi-annual or quarterly. There are strategies for production, sales, R&D, investments, staffing, etc. Traditionally top leadership takes care about that and employees only act as leg workers for KPIs or ppt-slides.

WHY

To be successful in VUCA-world you only remain competitive with the ability to quickly react on technical and market changes. Traditional Best Practices as still taught by the management schools do not really help to deal with the challenges of our century. Traditional strategies are perceived as clumsy and are not Agile enough to evolution in iterative and short cycles.

HOW

Moderated, focused group or single settings leveraging creative methods and frameworks are excellent to develop successful strategies. Important success factors: timeboxing, integration of experts, unconditional collaboration, inspiration, a common agile mindset, iterative prototyping and testing (f.e. Lego Serious Play). Vision and mission workshops are an especially important format.

WHAT

Engaged and mindful employees who identify with their employer and the strategy. A relief for leadership who get more successful with a better strategy and a new leadership style. Overall: a better business for the whole company!

WORKING STYLE & ATTITUDE

 

AGILE

  • AS FEW AS NEED BE – AS MUCH AS POSSIBLE … of the agile frameworks and methods like Design Thinking, Scrum, KanBan, Lego Serious Play, Lean Start Up, of the Agile Manifest and the 12 Agile Principles 

  • Commitment, Courage, Focus, Openness, Respect

  • 80/20, iterative: build / measure / learn – inspect & adapt

FROM I = EGO TO WE = ECO

  • Person centred, humanistic

  • Activation and collaboration of all people involved in a constructive feedback culture

  • Emphatic with a view on the needs of the people

  • Holistic with a view on the surrounding system

  • Resources-centred: first access to the collective knowledge, second adding a focused theoretical expert input

CREATIV

  • Combination and application of hand, hard and head

  • All interventions are applied intentionally

»AS FEW AS NEED BE –

AS MUCH AS POSSIBLE:

VIRTUELL AND/OR FACE-TO-FACE!«

Erik Schumb

NETWORK & COLLABORATION

 
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TEAM DEVELOPMENT VIRTUAL

PROCESS CONSULTING

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VISION / MISSION

PARTNERS

Leading-Mindfully

TEAM DEVELOPMENT

NEWS & PUBLICATIONS

 

EVENTS AND PRESENTATIONS

2020:

MASTERTHESIS

Master thesis: Team Development in virtual, multicultural teams https://www.slideshare.net/slideshow/embed_code/key/3fxkLn3mv3Auu 

MEETUP

DIVERSES

Contributions in Journals (To be set up …)

Videos:

https://www.accenture.com/ie-en/blogs/blogs-design-sprint

 

ABOUT ME

Erik Schumb – founder and owner of Agile Sprints

Bookseller, Scientific Librarian, Market Analyst / Information Broker, Strategic Researcher, Digital Transformation Manager, Innovation Consultant, Agile Coach

PAST

PRESENCE

Founder of Agile Sprints,

Agile Strategist & Coach,

Moderator & Facilitator,

Presencer,

Chief Facilitation Officer

Prelude Suite Europe

ERIKS USP

  • GLOCAL (global and local), Terrestrial & Preludian

  • DIGITAL ADOPTER and VIRTUAL PERFORMER

  • AGILIST with a solid methodological grounding – open for meaningful enhancements

  • LEARNER open for new people and methods

  • Ability to SWIM WITH THE SHARKS

  • Creative at all corners with HEART, HAND & HEAD

Your Partner of Choice for Agile Sprints

FUTURE

Erik Schumb – founder and owner of Agile Sprints

STRENGTH

Based of Gallup-Strengh-Finder:

  • EXECUTING: Achiever (5), Responsibility (8)

  • INFLUENCING: Self-Assurance (10)

  • RELATIONSHIP BUILDING: Connectedness (1), Individualization (4)

  • STRATEGIC THINKING: Strategic (2), Learner (3), Intellection (6), Input (7), Ideation (9)

EDUCATION UND QUALIFICATIONS

  • August 2019: Prelude Suite Certified Facilitator

  • April 2019: Theory U – Presencing Foundation Program (Presencing Institut Berlin)

  • February 2019: Team Kanban Practitioner (Lean Kanban University)

  • January 2019: trained facilitator of LEGO® SERIOUS PLAY® method and materials

  • November 2018: Certified Scrum Master (Scrum Alliance)

  • June 2018: SAFE 4.5 - Leading SAFe (Accenture, internal training and qualification)

  • 2013 - 2015: Design Thinking Coach (Accenture, DTA Design Thinking Academy & DTF Design Thinking Facilitation)

  • 2012:  Master of Arts: Human Resources Counselling, Coaching & Supervision (Master Thesis: Team Development in virtual, multicultural teams) University of Applied Sciences, Frankfurt, Germany

  • 1997 Media University, Stuttgart, Germany: Diploma in Library & Information Sciences

  • 1991: Trainer License (Chamber of Commerce and Industry, Ludwigshafen, Germany)

  • 1988 – 1991: Apprenticeship Bookseller

 

CONTACT

PLEASE CONTACT AGILE SPRINTS!

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©2020 by Erik Schmub