Business Agility

From HR Business Partner to Transformation Consultant

Highberger Philippine den Brave

Philippine den Brave

Before Transformation Consultant Philippine den Brave joined Highberg, she gained extensive experience in the HR field at Danone and ING. Why did she decided to make this switch and how did Highberg supported her? Read about it in the interview down below.

Netherlands

Highberger Philippine den Brave: From HR to Transformation Consultant

Organizational

Logic, Design and Implementation

Organizing around Value Streams

organizing-around-value-streams-in-product-and-service-development

One of the key challenges for optimal competitive performance of organizations in the digital age is ensuring high speed of value delivery in product and service development. Faster delivery in development processes not only enables earlier return on investments, but also allows faster validation of the real value of product and service innovation so that investments in unsuccessful initiatives can be minimized. Organizing around ‘Value Streams’ is a key step to optimal value delivery in the shortest sustainable lead time.
In this Insight, the logic of organizing around Value Streams is explained, guidelines are given on how to design Value Streams, and a five-step implementation approach is provided.

Niels Groen

Florian van Santen

Organizing around Value Streams in Product and Service Development

Kelly Hauwert on her journey from trainee to senior consultant

From trainee to senior consultant

Microsoft Teams image 2

In 2022 Kelly Hauwert enjoyed her second promotion at Highberg. As she prepares to take on the new role of Senior Consultant with the organizational transformation firm, Kelly spoke to Consultancy.eu about how the firm’s entrepreneurial and warm culture has helped her grow while feeling at home. 
When Kelly Hauwert initially trained in social sciences with the Vrije Universiteit Amsterdam, she never imagined that she would become a consultant. However, after a brief stint in the world of public relations, she heard about a consultancy traineeship with Highberg that piqued her interest. 
After speaking with some of the firm’s colleagues and partners, and passing a capability assessment, Kelly soon found herself walking through Highberg’s doors as an employee.

Kelly Hauwert

Stop looking in the rearview mirror. A plea for actionable metrics

A plea for actionable metrics

Portfolio Performance Measurement #2: Stop looking in the rearview mirror. A plea for actionable metrics

There is nothing wrong with looking in the rearview mirror. It is necessary. The obvious nuance being it should not be the only thing you do as you drive your car down a busy road. In our previous blog ‘<a href="https://highberg.com/insights/are-project-metrics-dead-a-quick-guide-to-lean-portfolio-measurement" target="_blank" rel="noreferrer noopener">Are Project Metrics Dead?’</a>, we introduced two insights aimed at broadening our view of metrics. If we want to continue the car analogy; it is not just the roads, or the other cars around, but also the speedometer plus a mindful eye on any blinking red lights trying to warn you of a future car failure. We hope these first two insights will lead you to a more holistic understanding of ‘portfolio performance’. 

With such a wide set of metrics to choose from comes the next challenge: what should we focus on? How to use them to effect? Building on our first 2 insights, with Insight 3 we introduce the distinction between leading and lagging indicators. Insight 4 takes us to goal setting and one of the more popular tools in strategy-execution today, Objectives Key Results.

Koen Harbers

Portfolio Performance Measurement Continued: A Plea for Actionable Metrics

Are project metrics dead? A quick guide to Lean Portfolio Measurement

Are project metrics dead? 

Are-project-metrics-dead?

Do on-time, on-scope and on-budget metrics really have no place in modern, product-led, and agile-embracing organizations?

Innovation Management

Government and Public Sector

Navigating IT budget challenges

Cost reduction: Strategy or battle?

Cost reduction, a fight with Badr Hari?

I got a question the other day about cost-cutting in IT. The question was actually what I thought about that and how I would do it. Before I could even begin to tell a story, I was given a prerequisite: the IT budget must be reduced, so no "flight to the front" with higher IT costs and possible benefits in the business. The latter is about saving with IT rather than saving on IT. This precondition immediately gave me the feeling of having to fight Badr Hari in handcuffs with my arms behind my back. Yet, I do see opportunities.

Ruud Boot

Digital

Balancing between innovation and stability

Is Agile working the end of ITIL?

Is-Agile-working-the-end-of-ITIL?

No more long queues at the town hall, you can simply arrange your parking permit from your couch. Or send a payment request via WhatsApp after a night out. Nowadays, we consider these things normal. Services are available everywhere and anytime. Additionally, customers and citizens are becoming increasingly central. This requires continuous innovation on the one hand and services that are always available everywhere on the other. Many organizations find themselves in a dilemma between quickly responding to changing needs and offering 24/7 services. Organizations are looking for ways to meet these demands, and sometimes it seems like these demands conflict with each other. Below, we look at two examples of common frameworks for continuous innovation and 24/7 services. We also explore how these frameworks can contribute to delivering business value.

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

product-management-and-project-management-in-the-age-of-agile

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, organizations 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

Trends-in-Strategy-Execution

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

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.

Building the Product Management capability to drive business results in the digital age

Product-led impact

product-led-impact

There is little doubt that few businesses function, let alone flourish, without digital technology supporting them. The positive impact of fintech on profitability in the banking sector is well-established[1]. The automotive industry has been rocked by Tesla’s “over-the-air updates”. The energy sector is trying to keep up with the demands placed on its capabilities to support a wide array of EV charging solutions. The pharmaceutical industry has launched its own version of Industry 4.0 with its vision for Pharma 4.0. No surprise - digitalization tops the list of transformation priorities everywhere.

Matthijs Breeuwsma

Financial Services

Igniting a culture of innovation with the COIN Framework

From ideas to continuous innovation

from-ideas-to-continuous-innovation

A little over a year ago Achmea Schade Bedrijven, the Business-to-Business arm of the biggest Dutch insurance company, decided to structure their innovation processes using the <a href="https://continuousinnovation.net/" target="_blank" rel="noreferrer noopener">Continuous Innovation (COIN) Framework</a>. The trigger was the large number of innovation projects and initiatives but a lack of concrete outcomes and results, combined with a company-wide sentiment of “simply not getting around to it”. We sat down with Innovation Manager Nicole Stroeken to reflect on the results and learnings, as well as to discover the current challenges and next steps for innovation within Achmea Schade bedrijven.

Liz Derks

3 critical success factors derived from the COIN Framework

Unlocking corporate innovation

unlocking-corporate-innovation

Change is happening faster than ever. From Schumpeter (1942) identifying “gales of creative destruction” lasting fifteen years to Clay Christensen (1995) describing disruptive innovation cycles of five to seven years; we are currently in an era where any innovation could impact existing markets in as little as a year. Needless to say, this leaves a rather small window of opportunity to get in on the action, especially for large, risk-averse corporations. In preparation for my new role as consultant at BlinkLane Consulting, now known as Highberg, I recently participated in its <a href="https://continuousinnovation.net/" target="_blank" rel="noreferrer noopener">Continuous Innovation</a> (COIN) training. Having supported startups and small businesses in their innovation efforts over the past years the jargon, rituals and mechanisms were far from unfamiliar to me. Having these placed in a comprehensive framework, designed to create a continuous flow of idea development in a corporate setting, however, was eye-opening. Find below some of my key take-aways.

Prioritization methods & techniques (part 5)

WSJF for backlog prioritization

WSJF-for-backlog-prioritization

<a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach"></a>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.

Guiding organizational growth and innovation with proven portfolio techniques

Innovate smartly: Portfolio power

innovate-smartly-portfolio-power

Do you prioritize ongoing innovation initiatives to ensure a focus on the chosen strategy? Is your organization working on innovations that actually have the highest priority? Strong portfolio management helps you in making sure this is the case.

Bronte Verhoeven

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 6)

A comparison of prioritization methods

A-comparison-of-prioritization-methods

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 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.

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.

Transforming the Dutch semi-public sector: Agile portfolio success

Agile impact: Dutch public sector

agile-impact-dutch-public-sector

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

Exploring unseen answers, igniting innovation

Unveiling hidden solutions

Design-thinking-Unveiling-hidden-solutions

Design Thinking has sadly been boxed (by most) into the category of consumer goods or user experience. True, Design Thinking is a consumer-focused problem-solving method, so it’s easy to fall into that trap, but, at the end of the day, everyone has a direct consumer of their work. What Design Thinking does is it asks the “why” behind the reason that the person might need the program. Design Thinking can be used to see if there is a better way of doing something to address the underlying need of a consumer, and it does so quickly and cheaply. In the example that you will see later, our client needed to create a new product based on data services and we used Design Thinking to figure that out.

Daniel van Zuydam

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?

why-still-fight-for-priority

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

syncing-to-the-rhythm-of-change

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

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

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.

Reinier Kersbergen

Simon Atteveld

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

Achieving Agile mastery

Achieving-agile-mastery

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

Empowering transformations in workplace through dynamic and continuous learning strategies

The newest member of change agents

the-newest-member-of-change-agents

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

Moving-a-Giant-in-Telecom

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

Mastering-Agile-Supplier-Collaboration

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

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

Industries are constantly facing the challenge of emerging technologies, and companies that respond with agility and flexibility tend to gain a competitive edge in bringing their products to market.

Talita Lemes

Revolutionizing product development for growth

ProRail embraced Agile for efficient, strategic HR and operational management

ProRail – Agile transformation

ProRail-Agile-transformation

ProRail is responsible for the railway network in the Netherlands. Together with transporters, it works 24/7 to get passengers and goods to their destinations safely. ProRail’s HR department wanted to carry out an Agile transformation. ​

Exploring the dynamics reshaping healthcare in the digital age

Five transformation trends in healthcare

Five-transformation-Trends-in-Healthcare

The last few years we have seen a growing interest among companies in healthcare to invest in organizational transformation. This led us – transformation consultants with varying degrees of background in healthcare – to explore the trends driving this need for change. We met with managers and experts in the healthcare and pharmaceutical industry. Combining our knowledge with theirs, we explored five most pressing drivers of transformation in the healthcare industry. In this article we will explore these and tie them to organizational capabilities we feel organizations need to master in today’s digital world.

Fiona Munshi

Senior Consultant

Capabilities

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