undconsorten LLP

Long-term successful organizations must be agile. And keep this ability.

The central element of an agile organization is an agile culture, orientated around the values of the Agile Manifesto. This culture should be exemplified in particular by management as role model and “transmission belt.” In terms of organization, this is expressed in:

  • A governance that allows for fast, unbureaucratic decisions at the correct level;
  • The right mix of stable core process standards and the necessary flexibility that allows for self-organization and adaptive approaches;
  • A flexible organizational structure that promotes cross-functional collaboration, is open to new trends and developments, and can react quickly to new priorities;
  • The implementation of agile practices, e.g., Scrum, Kanban or Design Thinking.

To unlock your full potential, flexible IT infrastructure (continuous development, flexible systems) and goal-oriented, agile collaboration with an innovative ecosystem and core partners are indispensable. Last but not least, an agile organization is also founded upon a qualified workforce of learners, who also have the opportunity to physically work together.

Our support services

We offer support in the development of agile products and solutions, establish initial pilots and support them with the necessary change measures to anchor agile thinking and working within an organization. Moreover, we support our clients with comprehensive agile transformations, including the scaling of agile practices to complete organizations and units. We create framework conditions in which agile teams can reach their true potential.

Organizational agility
Project examples
  • Introduction of agile working methods in product development and transition to a long-term agile organization
    • The low-interest environment and rapid market developments driven by FinTechs make things increasingly difficult for traditional life-insurance firms with long product-development cycles. Our client, a leading German insurance group, hence undertook the agilization of its product development. We supported the organization for over one year in the step-by-step introduction of agile methods.

      This included initial training for more than 100 project employees, the selection of the right agile methods, and support through a variety of change measures.The product development is considered a success story within the organization, as we managed to develop five product variants 40% under budget and to introduce them rapidly.

      After successfully introducing the products, we supported our clients in transitioning the pilot into an agile product-development organization.

  • Provision of training sessions in agile methods and follow-up establishment of a scaled agile framework for business unity
    • We provided interactive training sessions with management and young high-potential employees on the agile mindset and agile working methods within a telecommunications company. Alongside the foundations of agility, we discussed questions specific to target groups, gathered initial practical experience and discussed possible applications of agile methods within the context of the business.

      Building on the results of the workshop, we implemented a plan for scaled agile collaboration between business and IT. The aim was to improve the implementation of a demanding transformation roadmap within a complex stakeholder structure and an IT infrastructure with high dependence on external development resources.

  • Support of a talent pool for senior manager on the subject of increasing organizational agility within a financial services comapny
    • Within a large insurance group, different agile initiatives ran on a decentralized basis. To think in a more holistic fashion about the agilization of the group, the executive director responsible for human resources, working together with undconsorten, set up a cross-sectoral team consisting of five top talent employees from senior management.

      Over half a year, the team met regularly, collected internal and external best practices, developed their own expertise and thus became a multiplier for the group’s agility. At the same time, the team identified different fields of action for increasing and scaling agility within the group and presented a set of recommendations to this end to the board.

      undconsorten supported the team with content-based stimuli for organizational agility, in the structuring of the topic and as sparring partners in the development of recommendations for action for the board.

  • More agile sales push for an industrial conglomerate
    • The goal was the consistent, rapid development of the market potentials of a product segment across different sales units. undconsortensupported cross-functional sales teams, and teams working across market and business units, both in terms of content and as an agile coach and facilitator. Thanks to an adapted Scrum logic, in combination with Kanban elements, skills from planning, production, quality management and sales could quickly be bundled together in client-oriented solutions.

      The introduction of agile methods helped establish independent working methods and a sustainably strengthened sales culture.

Your undconsorten contact persons for agile transformations:

Lucas Brosi
Project manager

Felix Kroh