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27.10.2016 / T3CON 2016 / Munich
Patrick Lobacher
www.pluswerk.ag
The agile enterprise
Digital Transformation as a
practical application
+Pluswerk AG
2
Your Partner for the Digital Transformation
27.10.2016 | The agile enterprise | T3CON16
327.10.2016 | The agile enterprise | T3CON16
+Pluswerk AG in a nutshell
4
• Founded 2010 (as legal unit, predecessor since over 20 years)
• More than 130 employees at more than 10 locations in
Germany, Poland, South Africa and Rumania
• Specialized in complex and sophisticated solutions in the area
of the “Digital Transformation”
• Our core values:
• Based on partnership
• Passionate
• Recoverable & Qualitative
• Creative & Innovative
Patrick Lobacher
Chairman of the board
27.10.2016 | The agile enterprise | T3CON16
5
+Pluswerk AG - Fullservice Agency for the Digital Transformation
Consulting Agency Systems House
27.10.2016 | The agile enterprise | T3CON16
6
Innovations
Design Thinking
Lean Startup
Lego Serious Play
Business Model Canvas
Value Proposition Design
Lean Canvas
Objectives & Key Results
4DX
Working Out Loud
New Work
Management 3.0
Team-Development
Leadership Coaching
Organizational Consulting
Process Consulting
Change Management
(Large Group) Moderation
IT-Consulting
Project Management
Agile / Lean
People Processes
27.10.2016 | The agile enterprise | T3CON16
7
References
27.10.2016 | The agile enterprise | T3CON16
What the hell
8
is an agile enterprise at all?
27.10.2016 | The agile enterprise | T3CON16
Agile Enterprise?
9
“Agile Enterprise” is for sure just
another member of the
“Bullshit Bingo Hall of Fame”
?
27.10.2016 | The agile enterprise | T3CON16
Agile Enterprise?
10
The Problem with BuzzWords are:
“We need them to get attraction to a
topic and they always reflect an
important aspect of our live.”
27.10.2016 | The agile enterprise | T3CON16
1127.10.2016 | The agile enterprise | T3CON16
Today tools, like Waterfall, MbO, ...
Tools like Scrum, OKR, ...
Started 1993 (1989)
1227.10.2016 | The agile enterprise | T3CON16
1327.10.2016 | The agile enterprise | T3CON16
Complicated
Task is calculated
Knowledge
Waterfall planning
Just one try
1427.10.2016 | The agile enterprise | T3CON16
1527.10.2016 | The agile enterprise | T3CON16
Complex
Skills
Small iterations
On-going corrections
Learn from mistakes
1627.10.2016 | The agile enterprise | T3CON16
Enterprises are “complex” as well
Employees are complex as…
Markets are complex…
Structures are…
Dynamics…
...
1727.10.2016 | The agile enterprise | T3CON16
Everything is getting
more and more
unpredictable
1826.10.2016 | Objectives & Key Results | OKR
more
1927.10.2016 | The agile enterprise | T3CON16
Agile & Lean
● Value based (Focus, Openness, Courage, Commitment, …)
● Teamwork
● Feedback
● Iterations & Increments
● Continuous Improvement
● Avoidance of waste
● Leadership (instead of Management)
The enterprise stack
20
Which is the DNA of todays enterprises?
27.10.2016 | The agile enterprise | T3CON16
21
Culture Top Down, C&C, Family/Performance/...
Strategy Annual static planning
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Planning
Operations Waterfall development
The traditional stack
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
22
Culture Top Down, C&C, Family/Performance/...
Strategy Anual static planning
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Planning
Operations Agile development
Half-baked agility - Level 1
Waterfall legacy
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
23
Culture “Agile Culture”
Strategy Anual static planning
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Operations Agile development
Half-baked agility - Level 2
Waterfall legacy
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
24
Culture “Agile Culture”
Strategy Anual static planning
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Operations Agile development
Half-baked agility - Level 3
Waterfall legacy
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
25
Culture “Agile Culture”
Strategy Data driven, Iterative, Hypothesis validation
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Operations Agile development
Half-baked agility - Level 4
Waterfall legacy
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
26
Culture “Agile Culture”
Strategy Data driven, Iterative, Hypothesis validation
Goals OKR (Goal Agility)
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Operations Agile development
Full-stack agility
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
27
Culture 7As of Culture
Strategy Data driven, Iterative, Hypothesis validation
Goals OKR (Goal Agility)
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Operations Agile development
Full-stack agility
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
28
Agility Iterative, incremental, fast feedback
Agnosticism Data driven, hypothesis validation, experiments
Asymmetry Power Laws, Moonshots, 10x Talent
Autonomy Self-managed teams that question “orders”
Alignment 360º Alignment, continuous feedback
Accountability Focus on delivering value
Authenticity Purpose, consistent values
Full-stack agility - 7As of Culture
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
Digital Maturity Level
29
How “digital” is my enterprise?
27.10.2016 | The agile enterprise | T3CON16
Digitale Transformation / Digitalization
30
Legacy
Company
complicated
hierarchical
management
processes
knowledge
formal
rigid
...
Digital
Company
complex
network
leadership
people
skills
dynamic
agile
...
Planning, management, optimization and implementation of the
company’s value-added chain in the digital age
Agile / Lean
Scrum
Kanban
Design Thinking / LSP
Lean Startup
OKR / 4DX
Management 3.0
...
Digital Business Transformation
27.10.2016 | The agile enterprise | T3CON16
3127.10.2016 | The agile enterprise | T3CON16
No. Dimension Description Example(s)
1 Strategy Digital strategy of the
company
Digital Roadmap
2 Leadership Management, CxO, Roles CIO, Servant
Leader, Agile
Coaches, ...
3 People Human Ressources, Goal
Management, HR
Development, …
OKR, 4DX, WOL, ...
4 Culture Culture & Culture Development Values, Mission
Statement, ...
5 Processes Process and their execution Scrum, Kanban, ...
6 Products Produkte,
Innovationsfähigkeit,
Geschäftsmodelle
IoT, Industrie 4.0,
Lean Startup
7 Technology In- and Out-Side Software, Cloud, ...
8 Data Data Management Big Data,
Personalization, ...
9 Customer Customer Focus Social Media, ...
10 Governance Execution of the digital
strategy
Sustainability
3227.10.2016 | The agile enterprise | T3CON16
OKR
33
Objectives & Key Results
27.10.2016 | The agile enterprise | T3CON16
OKR
34
DML: 1 Strategy | 2 Leadership | 3 People | 4 Culture | 5 Processes
“OKRs stands for Objectives and Key Results. It is a method of defining and
tracking objectives and their outcomes.
Its main goal is to connect company, team and personal objectives to
measurable results, making people move together in the right direction - the
mission statement of the company.”
27.10.2016 | The agile enterprise | T3CON16
35
The OKR cycle
Mission
statement
(MSC)
Moals OKR ZyklusOKR
Planning
Weekly
OKR
OKR
Review
Retros-
pektive
OKR-List
OKR
Master
Standard OKR
Extension by pluswerk:consulting
3 - 10 years 1 year
3-4 months
27.10.2016 | The agile enterprise | T3CON16
OKR - Examples
36
• Company OKR: “Reach Top Quality” (O)
• Less than 3 escalations per Months: Oct / Nov / Dec (KR)
• 16 positive customer feedbacks (KR)
• Add at least 10 pages of documentation per month: Oct / Nov / Dez (KR)
27.10.2016 | The agile enterprise | T3CON16
Design Thinking
37
Creative Solutions
27.10.2016 | The agile enterprise | T3CON16
Design Thinking
38
DML: 1 Strategy | 3 People | 4 Culture | 5 Processes | 6 Products | 9 Customer
• Design Thinking has become more than just a creative process.
•
• What was originally intended as an innovation method for products and
services in Stanford, has advanced to a completely new way of seeing
people in relation to work, of imagining the concept of work and of posing
questions about how we want to live, learn, and work in the 21st century.
27.10.2016 | The agile enterprise | T3CON16
Design Thinking
3927.10.2016 | The agile enterprise | T3CON16
Design Thinking
4027.10.2016 | The agile enterprise | T3CON16
Lean Startup
41
Entrepreneurship
27.10.2016 | The agile enterprise | T3CON16
Lean Startup
42
DML: 1 Strategy | 3 People | 5 Processes | 6 Products | 7 Technology |9 Customer
• “The Lean Startup method
teaches you how to drive a
startup - how to steer, when
to turn, and when to persevere
- and grow a business with
maximum acceleration.”
27.10.2016 | The agile enterprise | T3CON16
Management 3.0
43
New ways
27.10.2016 | The agile enterprise | T3CON16
Management 3.0
4427.10.2016 | The agile enterprise | T3CON16
DML:
1 Strategy
2 Culture
3 People
4 Culture
5 Processes
10 Governance
by Jurgen Appelo
Management 3.0
4527.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
Management 3.0
4627.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
Even more tools
47
for mastering the digital transformation
27.10.2016 | The agile enterprise | T3CON16
More tools
4827.10.2016 | The agile enterprise | T3CON16
Scrum
Kanban
New WorkHolocracy
4DX
Lego Serious Play
Servant Leadership
Complexitools
And many more...
Technology & Concepts
(like IoT, VR, AR, SH, …)
Big Data
Customer Centricity
Network-Tools
Agile
Lean (Thinking/Production/Management)
Google Sprint
XP
Culture Profile Indicator
Don’t
use
the
“old”
Tools!!
4927.10.2016 | The agile enterprise | T3CON16 Source Internet
5027.10.2016 | The agile enterprise | T3CON16 Source Internet
Size of “Digital Transformation”
5127.10.2016 | The agile enterprise | T3CON16 Source Internet
Size of “Digital Transformation”
Next steps
52
to start with the “Agile Enterprise”
27.10.2016 | The agile enterprise | T3CON16
5327.10.2016 | The agile enterprise | T3CON16 Source Internet
Be courages and curious and…
try, try try,...
and fail (perhaps) and learn
5427.10.2016 | The agile enterprise | T3CON16
5527.10.2016 | The agile enterprise | T3CON16
Thank you very much!
56
pluswerk.ag
27.10.2016 | The agile enterprise | T3CON16
Contact
57
Christian Jacob
christian.jacob@pluswerk.ag
+49 89 130 145 22
Patrick Lobacher
patrick.lobacher@pluswerk.ag
+49 89 130 145 20
Magnus Schubert
magnus.schubert@pluswerk.ag
+49 2204 842662
pluswerk:okr
+Pluswerk AG
Wilhelm Hale Str. 53
80639 München
T: +49 89 130 145 0
F: +49 89 130 145 10
info@pluswerk.ag
www.okr-beratung.de
www.pluswerk.ag
27.10.2016 | The agile enterprise | T3CON16
58
+Pluswerk AG - Fullservice Agency for Digital Transformation
Strategy Consulting Digital Technology Operations
Digitalization / Digital Transformation
Hosting
Editorial
Content
Operations
OKR / New Work
(Digital) Leadership / Management 3.0
Agile / Lean / Innovation Mgt.
Digital Vision
Coaching / Sparing
PM / Consulting
Digital Agency
CMS / CRM / PIM
E-Commerce
IoT
CI / CD / Cloud
Systemdevelopmen
t
Systemintegration
27.10.2016 | The agile enterprise | T3CON16
www.pluswerk.ag

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The agile enterprise - Digital Transformation as a practical application

  • 1. 1 27.10.2016 / T3CON 2016 / Munich Patrick Lobacher www.pluswerk.ag The agile enterprise Digital Transformation as a practical application
  • 2. +Pluswerk AG 2 Your Partner for the Digital Transformation 27.10.2016 | The agile enterprise | T3CON16
  • 3. 327.10.2016 | The agile enterprise | T3CON16
  • 4. +Pluswerk AG in a nutshell 4 • Founded 2010 (as legal unit, predecessor since over 20 years) • More than 130 employees at more than 10 locations in Germany, Poland, South Africa and Rumania • Specialized in complex and sophisticated solutions in the area of the “Digital Transformation” • Our core values: • Based on partnership • Passionate • Recoverable & Qualitative • Creative & Innovative Patrick Lobacher Chairman of the board 27.10.2016 | The agile enterprise | T3CON16
  • 5. 5 +Pluswerk AG - Fullservice Agency for the Digital Transformation Consulting Agency Systems House 27.10.2016 | The agile enterprise | T3CON16
  • 6. 6 Innovations Design Thinking Lean Startup Lego Serious Play Business Model Canvas Value Proposition Design Lean Canvas Objectives & Key Results 4DX Working Out Loud New Work Management 3.0 Team-Development Leadership Coaching Organizational Consulting Process Consulting Change Management (Large Group) Moderation IT-Consulting Project Management Agile / Lean People Processes 27.10.2016 | The agile enterprise | T3CON16
  • 7. 7 References 27.10.2016 | The agile enterprise | T3CON16
  • 8. What the hell 8 is an agile enterprise at all? 27.10.2016 | The agile enterprise | T3CON16
  • 9. Agile Enterprise? 9 “Agile Enterprise” is for sure just another member of the “Bullshit Bingo Hall of Fame” ? 27.10.2016 | The agile enterprise | T3CON16
  • 10. Agile Enterprise? 10 The Problem with BuzzWords are: “We need them to get attraction to a topic and they always reflect an important aspect of our live.” 27.10.2016 | The agile enterprise | T3CON16
  • 11. 1127.10.2016 | The agile enterprise | T3CON16 Today tools, like Waterfall, MbO, ... Tools like Scrum, OKR, ... Started 1993 (1989)
  • 12. 1227.10.2016 | The agile enterprise | T3CON16
  • 13. 1327.10.2016 | The agile enterprise | T3CON16 Complicated Task is calculated Knowledge Waterfall planning Just one try
  • 14. 1427.10.2016 | The agile enterprise | T3CON16
  • 15. 1527.10.2016 | The agile enterprise | T3CON16 Complex Skills Small iterations On-going corrections Learn from mistakes
  • 16. 1627.10.2016 | The agile enterprise | T3CON16 Enterprises are “complex” as well Employees are complex as… Markets are complex… Structures are… Dynamics… ...
  • 17. 1727.10.2016 | The agile enterprise | T3CON16 Everything is getting more and more unpredictable
  • 18. 1826.10.2016 | Objectives & Key Results | OKR more
  • 19. 1927.10.2016 | The agile enterprise | T3CON16 Agile & Lean ● Value based (Focus, Openness, Courage, Commitment, …) ● Teamwork ● Feedback ● Iterations & Increments ● Continuous Improvement ● Avoidance of waste ● Leadership (instead of Management)
  • 20. The enterprise stack 20 Which is the DNA of todays enterprises? 27.10.2016 | The agile enterprise | T3CON16
  • 21. 21 Culture Top Down, C&C, Family/Performance/... Strategy Annual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Planning Operations Waterfall development The traditional stack 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 22. 22 Culture Top Down, C&C, Family/Performance/... Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Planning Operations Agile development Half-baked agility - Level 1 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 23. 23 Culture “Agile Culture” Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 2 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 24. 24 Culture “Agile Culture” Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 3 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 25. 25 Culture “Agile Culture” Strategy Data driven, Iterative, Hypothesis validation Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 4 Waterfall legacy 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 26. 26 Culture “Agile Culture” Strategy Data driven, Iterative, Hypothesis validation Goals OKR (Goal Agility) Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Full-stack agility 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 27. 27 Culture 7As of Culture Strategy Data driven, Iterative, Hypothesis validation Goals OKR (Goal Agility) Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Full-stack agility 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 28. 28 Agility Iterative, incremental, fast feedback Agnosticism Data driven, hypothesis validation, experiments Asymmetry Power Laws, Moonshots, 10x Talent Autonomy Self-managed teams that question “orders” Alignment 360º Alignment, continuous feedback Accountability Focus on delivering value Authenticity Purpose, consistent values Full-stack agility - 7As of Culture 27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro
  • 29. Digital Maturity Level 29 How “digital” is my enterprise? 27.10.2016 | The agile enterprise | T3CON16
  • 30. Digitale Transformation / Digitalization 30 Legacy Company complicated hierarchical management processes knowledge formal rigid ... Digital Company complex network leadership people skills dynamic agile ... Planning, management, optimization and implementation of the company’s value-added chain in the digital age Agile / Lean Scrum Kanban Design Thinking / LSP Lean Startup OKR / 4DX Management 3.0 ... Digital Business Transformation 27.10.2016 | The agile enterprise | T3CON16
  • 31. 3127.10.2016 | The agile enterprise | T3CON16 No. Dimension Description Example(s) 1 Strategy Digital strategy of the company Digital Roadmap 2 Leadership Management, CxO, Roles CIO, Servant Leader, Agile Coaches, ... 3 People Human Ressources, Goal Management, HR Development, … OKR, 4DX, WOL, ... 4 Culture Culture & Culture Development Values, Mission Statement, ... 5 Processes Process and their execution Scrum, Kanban, ... 6 Products Produkte, Innovationsfähigkeit, Geschäftsmodelle IoT, Industrie 4.0, Lean Startup 7 Technology In- and Out-Side Software, Cloud, ... 8 Data Data Management Big Data, Personalization, ... 9 Customer Customer Focus Social Media, ... 10 Governance Execution of the digital strategy Sustainability
  • 32. 3227.10.2016 | The agile enterprise | T3CON16
  • 33. OKR 33 Objectives & Key Results 27.10.2016 | The agile enterprise | T3CON16
  • 34. OKR 34 DML: 1 Strategy | 2 Leadership | 3 People | 4 Culture | 5 Processes “OKRs stands for Objectives and Key Results. It is a method of defining and tracking objectives and their outcomes. Its main goal is to connect company, team and personal objectives to measurable results, making people move together in the right direction - the mission statement of the company.” 27.10.2016 | The agile enterprise | T3CON16
  • 35. 35 The OKR cycle Mission statement (MSC) Moals OKR ZyklusOKR Planning Weekly OKR OKR Review Retros- pektive OKR-List OKR Master Standard OKR Extension by pluswerk:consulting 3 - 10 years 1 year 3-4 months 27.10.2016 | The agile enterprise | T3CON16
  • 36. OKR - Examples 36 • Company OKR: “Reach Top Quality” (O) • Less than 3 escalations per Months: Oct / Nov / Dec (KR) • 16 positive customer feedbacks (KR) • Add at least 10 pages of documentation per month: Oct / Nov / Dez (KR) 27.10.2016 | The agile enterprise | T3CON16
  • 37. Design Thinking 37 Creative Solutions 27.10.2016 | The agile enterprise | T3CON16
  • 38. Design Thinking 38 DML: 1 Strategy | 3 People | 4 Culture | 5 Processes | 6 Products | 9 Customer • Design Thinking has become more than just a creative process. • • What was originally intended as an innovation method for products and services in Stanford, has advanced to a completely new way of seeing people in relation to work, of imagining the concept of work and of posing questions about how we want to live, learn, and work in the 21st century. 27.10.2016 | The agile enterprise | T3CON16
  • 39. Design Thinking 3927.10.2016 | The agile enterprise | T3CON16
  • 40. Design Thinking 4027.10.2016 | The agile enterprise | T3CON16
  • 41. Lean Startup 41 Entrepreneurship 27.10.2016 | The agile enterprise | T3CON16
  • 42. Lean Startup 42 DML: 1 Strategy | 3 People | 5 Processes | 6 Products | 7 Technology |9 Customer • “The Lean Startup method teaches you how to drive a startup - how to steer, when to turn, and when to persevere - and grow a business with maximum acceleration.” 27.10.2016 | The agile enterprise | T3CON16
  • 43. Management 3.0 43 New ways 27.10.2016 | The agile enterprise | T3CON16
  • 44. Management 3.0 4427.10.2016 | The agile enterprise | T3CON16 DML: 1 Strategy 2 Culture 3 People 4 Culture 5 Processes 10 Governance by Jurgen Appelo
  • 45. Management 3.0 4527.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
  • 46. Management 3.0 4627.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo
  • 47. Even more tools 47 for mastering the digital transformation 27.10.2016 | The agile enterprise | T3CON16
  • 48. More tools 4827.10.2016 | The agile enterprise | T3CON16 Scrum Kanban New WorkHolocracy 4DX Lego Serious Play Servant Leadership Complexitools And many more... Technology & Concepts (like IoT, VR, AR, SH, …) Big Data Customer Centricity Network-Tools Agile Lean (Thinking/Production/Management) Google Sprint XP Culture Profile Indicator
  • 49. Don’t use the “old” Tools!! 4927.10.2016 | The agile enterprise | T3CON16 Source Internet
  • 50. 5027.10.2016 | The agile enterprise | T3CON16 Source Internet Size of “Digital Transformation”
  • 51. 5127.10.2016 | The agile enterprise | T3CON16 Source Internet Size of “Digital Transformation”
  • 52. Next steps 52 to start with the “Agile Enterprise” 27.10.2016 | The agile enterprise | T3CON16
  • 53. 5327.10.2016 | The agile enterprise | T3CON16 Source Internet Be courages and curious and… try, try try,... and fail (perhaps) and learn
  • 54. 5427.10.2016 | The agile enterprise | T3CON16
  • 55. 5527.10.2016 | The agile enterprise | T3CON16
  • 56. Thank you very much! 56 pluswerk.ag 27.10.2016 | The agile enterprise | T3CON16
  • 57. Contact 57 Christian Jacob christian.jacob@pluswerk.ag +49 89 130 145 22 Patrick Lobacher patrick.lobacher@pluswerk.ag +49 89 130 145 20 Magnus Schubert magnus.schubert@pluswerk.ag +49 2204 842662 pluswerk:okr +Pluswerk AG Wilhelm Hale Str. 53 80639 München T: +49 89 130 145 0 F: +49 89 130 145 10 info@pluswerk.ag www.okr-beratung.de www.pluswerk.ag 27.10.2016 | The agile enterprise | T3CON16
  • 58. 58 +Pluswerk AG - Fullservice Agency for Digital Transformation Strategy Consulting Digital Technology Operations Digitalization / Digital Transformation Hosting Editorial Content Operations OKR / New Work (Digital) Leadership / Management 3.0 Agile / Lean / Innovation Mgt. Digital Vision Coaching / Sparing PM / Consulting Digital Agency CMS / CRM / PIM E-Commerce IoT CI / CD / Cloud Systemdevelopmen t Systemintegration 27.10.2016 | The agile enterprise | T3CON16