Business Agility

Wat scaled Agile frameworks niet willen dat je weet

Het geheim voor echte agility

Wat scaled Agile frameworks niet willen dat je weet: het geheim voor echte agility

Stel je voor dat je met een schip de zee op gaat en sneller wilt varen. Je zet een extra zeil bij. Hoe meer zeilen, hoe sneller je zou denken. Maar op een gegeven moment zorgen al die zeilen juist voor problemen: meer touwen om aan te trekken, meer coördinatie en een grotere kans om vast te lopen in een wirwar van lijnen. In plaats van sneller te gaan, vertraag je juist door de complexiteit. Het schip wordt moeilijker te besturen bij veranderende wind, en de bemanning is vooral bezig met het in de lucht houden van de zeilen in plaats van koers te bepalen.
Dit is precies wat er met veel organisaties gebeurt als ze kiezen voor een geschaalde manier van Agile werken. In het begin lijkt deze aanpak een slimme zet voor meer efficiëntie, betere samenwerking en meer controle. Maar na verloop van tijd kunnen die extra lagen van processen en regels juist in de weg gaan zitten. Ze maken besluitvorming trager, remmen innovatie af en verminderen de wendbaarheid die de organisatie juist wilde bereiken.

Reinier Kersbergen

Netherlands

Organizational

Government and Public Sector

Trends en visie voor de Toekomstige Overheid

Ed van Doorn, partner bij Highberg, is op 2 oktober aanstaande dagvoorzitter bij het Heliview congres "Toekomstgerichte Overheid", waar inzichten over de uitdagingen en kansen voor overheidsorganisaties worden gedeeld. 

Zijn visie op de toekomstige overheid, en de trends die daarbij een rol spelen, is er een van balans tussen kostenbesparing en innovatie, met een sterke focus op de menselijke maat en ethische overwegingen. Door flexibel en wendbaar te zijn, kunnen overheidsorganisaties beter inspelen op de uitdagingen van de toekomst en een hogere kwaliteit van dienstverlening bieden aan burgers.

Ed van Doorn

Digital

Van HR-Business Partner naar Transformation Consultant

Highberger Philippine den Brave

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Voordat Transformation Consultant Philippine den Brave zich aansloot bij Highberg, heeft zij ruime ervaring opgedaan in het HR-veld bij Danone en ING. Waarom heeft zij deze switch gemaakt en hoe heeft Highberg haar hierbij geholpen? Je leest het in het interview hieronder.

Highberger Philippine den Brave: Van HR naar Transformation Consultant

Kelly Hauwert over haar reis van trainee tot senior consultant.

De reis van trainee tot senior consultant.

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In 2022 genoot Kelly Hauwert van haar tweede promotie bij Highberg. Terwijl ze zich voorbereidt op haar nieuwe rol als Senior Consultant bij het adviesbureau voor organisatietransformatie, sprak Kelly met Consultancy.eu over hoe de ondernemende en warme cultuur van het bedrijf haar heeft geholpen om te groeien terwijl ze zich thuis voelt.
Ze zou adviseur worden. Na een kort uitstapje in de wereld van de public relations hoorde ze echter over een consultancy-traineeship bij Highberg dat haar interesse wekte.
Na gesprekken met enkele collega's en partners van het bedrijf, en het succesvol doorlopen van een capaciteitsevaluatie, bevond Kelly zich al snel als werknemer bij Highberg.

Kelly Hauwert

Balanceren tussen innovatie en stabiliteit

Is Agile werken het einde van ITIL?

is-agile-werken-het-einde-van-itil

Geen lange rijen meer op het gemeentehuis, maar je parkeervergunning gewoon vanaf de bank regelen. Of nog even een betaalverzoekje sturen via whatsapp na een avondje stappen. Dit vinden we tegenwoordig heel gewoon. Diensten zijn overal en altijd beschikbaar. Daarbij staan klant/burger steeds meer centraal. Dit vereist aan de ene kant continue innovatie. Aan de andere kant moeten de diensten wel altijd en overal beschikbaar zijn. Hierdoor belanden veel organisaties in een spagaat tussen het snel reageren op veranderende behoeften en het 24/7 diensten aanbieden. Organisaties zoeken daarbij naar manieren om aan deze vragen te blijven voldoen. Het lijkt soms wel of deze elkaar dan uitsluiten. Hieronder kijken we naar twee voorbeelden van gangbare raamwerken van continue innovatie en 24/7 diensten. Ook kijken we op welke manier deze kunnen bijdragen aan het leveren van business waarde.

Pim Schouten

Driving business agility

SAFe pioneer: Michael Stump

safe-pioneer-michael-stump

In this show we will have exciting, inspirational and informative conversations with transformation leaders, subject matter experts and trainers - focusing on the ins and outs of Agile transformations.
In this this first episode we are talking to Michael Stump, COO of <a href="https://www.gladwellacademy.com/" target="_blank" rel="noreferrer noopener">Gladwell Academy</a>.

David Sieweke

(High Tech) Manufacturing and Logistics

Bas Engel's Agile insights

Driving Agile change at ASML

driving-agile-change-at-asml

In this episode, we are talking to Bas Engel, Director of the DUV Program at <a href="https://www.asml.com/en" target="_blank" rel="noreferrer noopener">ASML</a> and a certified SPC (SAFe Program Consultant).

Revolutionizing hardware development with Lean & Agile methods

NPD: Agile methods

lifting-new-product-development

In this episode we are talking to <a href="https://www.linkedin.com/in/erdogangulyaz/" target="_blank" rel="noreferrer noopener">Erdogan Gülyaz</a>, Head of Product Lifecycle Management and Lean Product Development within the Home Solutions Business Unit at <a href="https://www.tkelevator.com/global-en/" target="_blank" rel="noreferrer noopener">TK Elevator</a>, where he focuses on accelerating idea-to-market of new products. He is also Visiting fellow at Nyenrode Business University in the Netherlands.

Lifting new product development

Navigating product-project dynamic: Roles, strategies, and success in Agile environments

Agile harmony of product & project management

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Product management and project management are disciplines which are often confused by many people, including all levels of business executives. The arrival of Agile methods has brought further unclarity between these two terms.

Martin Andreev

Product management and project management in the age of Agile

Engaging suppliers in your agile journey for a more robust, responsive business

Business agility is not a one-man game

Business-Agility-Is-Not-a-One-Man-Game

In the current era, organications are hardly self-sufficient, but part of a supply chain or at least relying on multiple suppliers. In transformations towards Business Agility, this means that the lack of inclusion of suppliers in such a transformation can become a deterring factor. In this article, we'll take you through five ways to mature and change the collaboration between client and supplier, but also provide you with possible collaborations with new suppliers.

Noah van Kessel

Trends in how to improve strategy execution for responsive organizations

Agile Strategy Execution

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Towards an iterative strategy definition and execution process
 
The last decade, organizations are more and more confronted with different competitive pressures. Emerging technologies, rising consumer expectations, complex value chains and changes to the way people live and work are just a few factors that trigger organizations to rethink their strategy. Combined with a relatively poor track record on large scale change execution, this has created a need for organizations to reinvent their strategy definition and execution processes.

Jerom Fiedler

Koen Harbers

Trends in strategy-execution

Prioritization methods & techniques (part 4)

Value vs. Effort matrix: Lean approach

Value-vs-Effort-Matrix-Lean-approach

In the previous article,  <a href="https://highberg.com/insights/eisenhower-matrix-for-time-management">Eisenhower matrix for time management</a>, I talked about the Eisenhower matrix as a prioritization method. In this fourth article in the series on prioritization methods and techniques, I will discuss the Value vs. Effort matrix.

Prioritization methods & techniques (part 5)

WSJF for backlog prioritization

WSJF-for-backlog-prioritization

In my previous article,<a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach"></a> <a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach">Value vs. Effort matrix: Lean approach</a>, I talked about the Value vs Effort matrix as a prioritization method. In this fifth article in the series on prioritization methods and techniques, I will discuss the Weighted Shortest Job First (WSJF) model.

Prioritization methods & techniques (part 6)

A comparison of prioritization methods

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There are many prioritization methods out there, but in the last couple of weeks, we covered five of them in detail – <a href="https://highberg.com/insights/why-prioritize">Kano model</a>, <a href="https://highberg.com/insights/the-moscow-method-for-prioritization">MoSCoW method</a>, <a href="https://highberg.com/insights/eisenhower-matrix-for-time-management">Eisenhower matrix,</a> <a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach">Value vs. Effort matrix</a> and <a href="https://highberg.com/insights/wsjf-for-backlog-prioritization">WSJF model</a>. Product managers and product owners (but also project managers) can use these prioritization methods and techniques to prioritize their backlogs, no matter if we are talking about prioritizing big epics (or projects) and initiatives or smaller items such as user stories and even tasks. But how do we decide which the best prioritization method is?

Prioritization methods & techniques (part 1)

Why prioritize?

why-prioritize

This is the first in a series of articles about prioritization methods and techniques. My personal objective with this series of articles is to raise awareness among product people (combined term for product managers and product owners) in the product management community, but also among project, program and portfolio managers, about some of the best prioritization methods, their main features, pros and cons, and the most suitable use cases for each method. In the final article in the series I will compare the prioritization methods based on specific criteria, so that the reader can make an informed decision in which situation a given prioritization technique can be most effective.

But before diving into the first prioritization method, the Kano model, which will be covered in this first article, I would like to explain the need to prioritize and what the main challenge with prioritization is.

Prioritization methods & techniques (part 3)

Eisenhower matrix for time management

eisenhower-matrix-for-time-management

In my previous article,<a href="https://highberg.com/insights/the-moscow-method-for-prioritization">The MoSCoW method for prioritization</a>, I talked about MoSCoW as a prioritization method. In this third article in the series on prioritization methods and techniques, I will discuss the Eisenhower matrix.

Prioritization methods & techniques (part 2)

The MoSCoW method for prioritization

the-moscow-method-for-prioritization

In my previous article, <a href="https://highberg.com/insights/why-prioritize">Why prioritize?</a>, I talked about the need to prioritize and the Kano model as a prioritization method. In this second article in the series on prioritization methods and techniques, I will discuss the MoSCoW method.

Transforming the Dutch semi-public sector: Agile portfolio success

Agile impact: Dutch public sector

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Highberg (formerly known as BlinkLane) partnered with a major Dutch semi-public sector client for an agile transformation in portfolio management. The project included designing a new process and implementing a strategy over nine months. Despite external challenges, the impact was undeniable, leading to improved workflow, better prioritization, and sustained organizational agility. The client is now empowered to continue the transformation independently.

Romée Kuijpers

How urgency of crisis fosters a culture of agility, innovation, and rapid decision-making

Crisis-driven business transformation

crisis-driven-business-transformation

In an earlier piece my colleague argued that the impact of the COVID pandemic will likely be overestimated in the short term but underestimated in the long term. It goes on to show how creating a responsive, adaptable organization is key to navigate the uncertainties associated with the economic aftermath. current crisis’ economic aftermath. And any future crises. Yet at the same time, many companies have shown exceptional agility during this period.

Transforming financial processes for dynamic agility and efficient value stream funding

Why still fight for budget priority?

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Did you ever feel the frustration of having all the necessary budget approvals, but still having to defend yourself before your agile-embracing department will finally spend time on it? Program and project managers, strategy managers and business executives that are dependent on others for execution will recognize this frustration. It’s one thing having to defend yourself to the investment committee, or even to the CEO to get your strategic business case approved. It’s something else entirely if that victory to a seemingly uphill battle only gets you into another, even murkier one. You’d be glad to hear you are not alone. We have many anecdotes like these. For all the reported benefits of the agile way of working, this side effect is rarely considered enough.

Budget approved: Why still fight for priority

The power of cadence and synchronization for thriving in fast-paced business environment

Syncing to the rhythm of change

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In these uncertain times, the demand for services and products can change drastically: either becoming obsolete or requiring a sudden change of direction. Significant less or more demand for a product or service is a nightmare to those who fail to adapt fast enough, but can be seen as a golden egg to those who jump on first. The impact of the global coronavirus pandemic forced many organizations to have their employees working remotely, which is an added challenge for companies that try to continue their business as usual while exploring new opportunities simultaneously. This emphasizes the importance of building a way of working that enables the sustainable, valuable and efficient execution of organizational strategy.

Priya Panday

Addressing core challenges to foster a truly Agile, customer-focused business environment

Achieving Agile mastery

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Abstract
Organizations applying the Scaled Agile Framework (SAFe) encounter three common challenges: (1) translating traditional hierarchy in SAFe roles, (2) keeping a top-down approach in the definition of value-driving initiatives, and (3) managing program execution without seeking for adaptation. As a result, applying SAFe causes increased complexity and overhead to their current setup without achieving consistent business outcomes.
By creating a network organization, enhancing inclusiveness of bottom-up initiatives and focusing on creating teams autonomous in the production of value, companies will be able to apply SAFe to achieve a customer-centric and adaptive organization. As a consequence, that will lead to better business outcomes.
The aim of this article is to discuss these challenges and provide our insights on how to tackle them. Highberg's goal is to help leaders and change agents avoid them and significantly improve the effectiveness of the transformation towards Business Agility.

Ali Hajou & Francesco Corda

Francesco Corda

Energy and Utilities

Agile strategies in recycling & waste processing industry

Transforming IT for sustainability

transforming-it-for-sustainability

Our client is a major player in the recycling and waste processing industry in The Netherlands and Belgium. They are on a mission to become an industry leader in the circular economy, processing waste into valuable raw materials.

Simon Atteveld

Navigating the Agile journey: from tentative steps to full-scale transformation

Surpassing 'Agile-Ish' ways of working

surpassing-agile-ish-ways-of-working

BlinkLane Consulting (currently part of Highberg) has recently been ranked as the number one consultancy in the Netherlands in the field of Agile by <a href="https://www.consultancy.nl/rankings/beste-adviesbureaus-per-vakgebied/agile" target="_blank" rel="noreferrer noopener">Consultancy.nl</a>. This tip of the hat to BlinkLane’s track record of over 100 successful scaled Agile implementations in some of the world’s largest and most influential organizations is indicative of a much broader global trend. Since the early 2000s the Agile movement has been gradually building up steam. This is reflected in both its application - for example the extension of Agile practices into non-software organizations - as well as in its prevalence and adoption across the globe. We’ve witnessed a continued upward trajectory in the number of organizations that are either dipping their toes into Agile, or, in some instances, diving in head-first.

Amy van Zuydam

Empowering transformations in workplace through dynamic and continuous learning strategies

The newest member of change agents

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Change is the word of the day when we talk about transformations. Organizations are in a constant state change in both tangible and intangible ways. In a tangible way we are changing processes, KPIs, and governance structures etc. However, in an intangible way we are also changing behaviors, culture, and knowledge. We also know that in order to ensure that change is accepted and even more so embraced – open, and constant communication is key.

Fiona Munshi

Technology and Telecommunications

Navigating agile adoption challenges and lessons: Enhance predictability and satisfaction

Moving a giant in telecom

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Over a span of almost two years, a team of consultants supported the Agile transformation in a service area of Germany’s largest telecommunications company. This service area works on a project basis and was challenged by the long lead time of projects leading to unreliability issues and a high workload for employees. To resolve these challenges, a reorganization and Agile transformation was initiated with the goal of increasing predictability and employee satisfaction of the technical teams.

Valerie Gögel

Supplier strategies, focus on tendering, contracting, and execution for optimal results

Mastering agile supplier collaboration

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You are amid your Agile transformation. Teams are working Agile; teams of teams are effectively managing their dependencies, and your portfolio management is transparent and gives direction to the teams. You are continuously improving, and yet, while you have made progress regarding your speed of delivery, you are still experiencing delays in your end-to-end delivery. In the current era, end-to-end delivery often means that somewhere along the process of value delivery, you need suppliers. This can be in the form of essential physical or software components, expertise or resources. It is therefore not strange, when performing a root cause analysis or any other method you have used to tackle impediments, you come to realize that you suffer from misalignment with your suppliers. Examples are that delivery of components is not on time, communication is difficult, or the supplier isn’t on the same page as you are - trying to maximize your internal delivery. Logically, your first thought would be to improve the way you work together.

Healthcare and Life Sciences

Pharma adopt three pivotal strategies enhancing tech progress and strategic development

Revamping pharma: Agile strategy shifts

revamping-pharma-agile-strategy-shifts

The last decade, organizations are more and more confronted with different competitive pressures. Emerging technologies, rising consumer expectations, complex value chains and changes to the way people live and work are just a few factors that trigger organizations to rethink their strategy. Combined with a relatively poor track record on large scale change execution, this has created a need for organizations to reinvent their strategy definition and execution processes.

Eelco Rustenburg

Florian van Santen

Retail and Consumer Goods

Belgian supermarket chain pioneers hybrid portfolio model, merging agile and traditional

Portfolio magic: Agile meets traditional

portfolio-magic-agile-meets-traditional

Over a period of six months, a group of consultants supported one of the major supermarket chains in Belgium to define a hybrid portfolio management model that would combine traditional and agile practices and processes. The intended goal of the hybrid portfolio set-up was to enable and streamline the execution of app and website products through Agile development teams in a waterfall environment. The hybrid portfolio management model would be trialed as part of the launch of a new business unit and continuously improved along the way as the implementation takes place.
With the launch of a new business unit, the company wants to centralize the competencies required to develop and launch website and app products. From experience with other product execution in traditional business units, the management team found the lead time and predictability thereof to be low and wanted to prevent similar challenges for the new business unit. Management also experienced misalignment in product priorities and therefore the cascading of strategy to execution. Highberg was asked to identify key challenges in the traditional set-up of business units and to propose a hybrid model that would prevent the same challenges and enable ultimate success.

A guide to moving from start-up to scale-up for quality, professionalism and speed

Revolutionizing product development

revolutionizing-product-development-for-growth

At a time when technological developments are increasingly influencing our everyday lives, we may be on the cusp of a new era. Much like the invention of the Internet revolutionized our lives, Artificial Intelligence (AI) could bring about a similar change. Especially in recent weeks, generative AI has gained significant traction, fueled by the debut of the free OpenAI model ChatGPT. A tool that has made this new type of technology more accessible and accessible to many in the first place. And while people are having wedding speeches and homework created by ChatGPT, the world of work has not been left untouched by this development.

Talita Lemes

Revolutionizing product development for growth

ProRail omarmt Agile voor efficiënt, strategisch HR- en operationeel beheer

ProRail – Agile transformation

ProRail-Agile-transformation

ProRail is verantwoordelijk voor het spoorwegnet in Nederland. Samen met vervoerders werkt zij 24/7 om reizigers en goederen veilig op hun bestemming te krijgen. De HR-afdeling van ProRail wilde een Agile-transformatie doorvoeren.

Ontdek de dynamiek in de gezondheidszorg in het digitale tijdperk

Vijf transformatietrends in gezondheidszorg

vijf-transformatietrends-in-de-gezondheidszorg

De afgelopen jaren hebben we een groeiende belangstelling gezien onder bedrijven in de gezondheidszorg om te investeren in organisatorische transformatie. Dit bracht ons - transformatieconsultants met verschillende achtergronden in de gezondheidszorg - ertoe om de trends te verkennen die deze behoefte aan verandering stimuleren. We spraken met managers en experts in de gezondheidszorg en farmaceutische industrie. Door onze kennis te combineren met die van hen, onderzochten we de vijf meest urgente drijfveren voor transformatie in de gezondheidszorg. In dit artikel zullen we deze onderzoeken en ze koppelen aan organisatorische capaciteiten die organisaties volgens ons moeten beheersen in de digitale wereld van vandaag.

Mika Ambrose

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Help ons te transformeren naar een Agile organisatie, met bijzondere aandacht voor een Agile managementmodel en een HR operationeel model. Zo kan HR optimaal bijdragen aan het realiseren van de strategie van ProRail en als strategische sparringpartner meepraten over welke taken de hoogste prioriteit verdienen.

Voer een Agile transformatie uit met bijzondere aandacht voor het ontwerp van drie componenten.


<ul><li>Agile management en Portfoliomanagement</li><li>Agile HR operationeel model</li><li>Gedrag &amp; Verandering van onze leiders (MT HR en Senior Business Partners)</li></ul>

Samen met een multidisciplinair verandermanagementteam ontwierp Highberg het portfoliomanagement en de afdelingsstructuur in lijn met de Scrum-methodologie.In 7 sprints van elk 3 weken werden onderdelen van de drie onderwerpen aangepakt: <ul><li>Management</li><li>HR model</li><li>Gedrag &amp; cultuur</li></ul>Tijdens de sprintplanning werden de activiteiten verder geprioriteerd en gespecificeerd in user stories. Tijdens de reviews werden de verschillende stakeholders betrokken bij elke zinvolle stap op weg naar het eindresultaat. Het transformatieproject werd 100% digitaal gecoördineerd. Discussies vonden plaats via MS Teams en de structuur werd ontworpen op digitale whiteboards.

<ul><li>Een breed gedragen en door gebruikers ervaren ontwerp voor Agile management en portfoliomanagement, afgestemd op de agile structuur van de organisatie.</li><li>Het verandermanagementteam heeft uitgebreide ervaring opgedaan in het werken met Scrum en kan nu andere teams trainen in deze methode.</li></ul>

ProRail – Agile transformation

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