Nordeck's Evolutionary Leap: Embracing unFIX for a Dynamic Future
Nordeck's story is not just about embracing a new framework or model; it's about a profound transformation from within.
Freshening up epharma’s organizational design
Improving the company organization design of epharma by using unFIX - structure with 18 bases, organized one unFIX congress and five domains.
How we unFIX our SAFe ecosystem to deliver a better user experience in our Artificial Intelligence Division in the Banking Sector
unFIX SAFe ecosystem to deliver a better user experience
The Standard Value Stream Concept Is Outdated—Here’s an Improved Definition
A value stream is the set of actions needed to discover or deliver on a job-to-be-done / value proposition from a signal to an experience. A value stream always begins and ends with a user or customer. The goal is to improve the experience by optimizing the whole value stream.
Who let the dogs out?
When Jakob Hirn and Olaf Hermann were working together in quite a big “Corporate” company they tried pioneering “agile ways of workings”. But working together with 750 other engineers spread over different countries and using quite some digital tools was quite challenging. After a few years, they concluded that if only their teams were working “agile” it didn't make any sense. So their drive to work in a different way sparked a new adventure: Why not start for ourselves and build something from the ground up?
Organisational Re-Design at Leroy Merlin France (IT Department) with unFIX
Organisational re-design at Leroy Merlin France with unFIX
Adventurous Org-Design: From Service to Product with unFIX
From Service to Product using unFIX
unFIXing a Swiss insurance company
The Swiss Re Group is one of the world's leading providers of reinsurance, insurance, and other forms of insurance-based risk transfer, working to make the world more resilient. The aim of the Swiss Re Group is to enable society to thrive and progress, creating new opportunities and solutions for its clients.
How to unFIX a University
Can a university be unfixed and to what extent does it make sense at all to regard it as an agile, dynamic organization?
Worldline’s unFIX Journey
Worldline is the leading payments company in Europe and they are also pioneering the way they work!
unFIX at VRT NU/VRT MAX (Case Study)
When working in an agile context, a lot of the unFIX patterns will probably feel very familiar. They make for a flexible toolkit that can be used to describe a wide variety of organization forms.
BBVA Next Technologies Unfixed (Case Study of a FinTech Unit)
I evaluated the current organizational structure of BBVA Next Technologies and what I found was organized chaos. And I mean that in the best possible way! 😁
We All Have Portfolios; Everyone Is a Strategist.
The complex systems approach is that vision, strategy, tactics, and execution exist at each level of the organization. The only things that change are the scope of the options and how we want to handle the division of labor.
Coolblue Unfixed (Case Study of a Scale-up)
How does a fast-growing scale-up organize its teams, management, and business units? What does it mean to have agility embedded in company culture? How can you make everything an experiment? Check out the Coolblue case study and learn what you can do to become the next two-billion euro scale-up.
Manage the System, Lead the People
Organization patterns are good when they promote leadership over management and prioritize the management of systems over the management of people.
How Do We Keep the Business Agile and Aligned?
We need purpose-driven units that can align themselves horizontally. The only reason to have management layers is when managers see themselves as caretakers of purpose-driven (sub)systems.
Let’s Unfix McKinsey’s Helix Organization
Every point McKinsey lists as a difference to a matrix is an almost exact description of a matrix. And that’s fake agile. Or, as some people call it, agile theatre.
Pipedrive Unfixed (Case Study of a Unicorn Company)
Fast-growing scale-ups don't use SAFe or LeSS because such agile frameworks are not agile enough. You don't become a unicorn company in 500 sprints.