Agile Culture and Leadership

Whether digitalisation, demographic change or globalisation – our world is subject to constant change and continues to develop at a rapid pace. To remain successful, entrepreneurs must be able to flexibly adapt to the constant changes in the markets through an agile culture. Flexibility and the ability to react quickly are essential nowadays. Agile companies manage the adaptation to constant digital change. Agility is an organisational principle that strengthens the competitiveness of companies. However, it is not just a principle, but should rather be seen as a way of thinking and acting. The key point for an agile culture and leadership are the employees. This is because the adaptation to new requirements in the market must not only be carried out at management level, but also in the teams.

You are looking for an interim manager or consultant for agile culture with high expertise, who can quickly lead your challenging project or programme to success?

Agile culture – What principles are important in an agile organisation?

Even if digitalisation is supposed to speed up work processes and make them more flexible, agility does not mean that personal contact with employees should be neglected. On the contrary. Regular team meetings are essential for a lively exchange and an agile culture and leadership. When it comes to communication, the focus should not only be on day-to-day business, but also on unpopular topics. Only those who recognise negative developments early on and call them by name can react appropriately. Learning methods for an agile organisational culture Companies with an agile culture and leadership are open to experimental learning and allow their employees a great deal of freedom to make decisions. Those who are allowed to try out new ideas and fail in the process can continue to develop for the good of the company. Valuing the individual employee and his or her individual skills is also of central importance for agile culture and leadership. Agile companies do not stick rigidly to previously used concepts, but regularly question themselves and reflect on successes and failures. If a course does not bring the desired results, it is discarded again. Furthermore, customer service also benefits from an agile corporate culture. This is because agile service leads to an improved customer experience and contributes to a high level of satisfaction.

Agile Culture and Leadership – Leadership Style

Classic Leadership Style The classic pyramid style is no longer appropriate. Employees have less and less understanding for control or arbitrariness on the part of management. In many companies, however, employees are not allowed to make their own decisions and are forced to discuss every little detail with the team leader. This weakens the motivation of the employees. The company’s ability to act is also impaired, as work processes slow down. Agile leadership The team in companies with an agile culture and leadership, on the other hand, controls itself and its successes. Agile leaders are so-called business process owners (“BPOs”) and trust their employees and support them in achieving company goals on their own. The more responsibility the team is given, the higher the motivation to act in the interest of the company. Agile companies create a creative working environment through self-determination in order to recognise and fully exploit the potential of employees. However, the higher level of personal responsibility in agile leadership should not be understood as meaning that superiors are no longer needed. Even if the teams organise themselves, managers are important in agile companies. However, they should see themselves more as coaches who act at eye level with the employees.

Motivation in agile companies

  • Intrinsic motivation of team members: through higher personal responsibility
  • Setting of goals by teams
  • Promoting a positive climate in the team through respect and active listening
  • Constructive criticism and open communication

Well-functioning teams are central to any business and should be kept together at all costs. Agile leaders have the task of strengthening motivation and welding the team together in the long term.

Your contact for agile culture and leadership

F&P has specialised in digital culture and leadership as one of its key areas of focus. During the transformation towards an agile culture, various conflicts can arise. Often, the challenges that a transition to an agile culture entails are underestimated. In addition, not only individual components, but the entire company must be considered. With a holistic concept from F&P, the transition to a digital culture and leadership runs smoothly. Here again, the topic of change management is crucial for successful change. And this is precisely where the very special strengths of F&P’s consultants and interim managers lie, enabling them to ensure success. We support you with our extensive expertise both in the creation of a concept and in the transition to an agile corporate culture in all functional areas. Contact us if you would like more information or to arrange a consultation. Are you interested in F&P reference projects? Take a look at our case studies.

Digital Business Leadership

Dr. Uwe Seidel

Contact me at

040 34 10 77 00
seidel@fup-ag.com

Contact person for digital business leadership - Uwe Seidel Uwe Seidel

Dipl.-Inform. Wolfgang Schenk

Contact me at

040 34 10 77 00
schenk@fup-ag.com

Contact for Digital Business Leadership - Wolfgang Schenk Wolfgang Schenk

Bernd Fischer

Contact me at

040 34 10 77 00
fischer@fup-ag.com

Contact person for digital business leadership - Bernd Fischer Bernd Fischer

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