Transparency, Iteration and Empowerment – The 3 principles behind agile tools

Transparency, Iteration and Empowerment – The 3 principles behind agile tools

The jungle of agile methods is so big that you can easily get lost in it. Some methods such as Scrum, Design thinking, OKR are better known and used more often. But here, too, companies experience that complete introduction of e.g. Scrum is associated with too much set of rules for some employee groups and therefore is impractical. To achieve quick wins, it would be helpful to know and apply the principles behind it.

So, we got down to work at MDI to filter out the principles behind the main agile methods. We came across 3 main principles: Transparency, iteration, and empowerment (TIE)

Behind each lie a few detail principles:

 

Transparency:

  • Visualization and if possible making it tangible
  • Simplicity and standardization in the method

 

Iteration:

  • Early and continuous delivery
  • Experimenting is more important than detailed planning
  • Frequent evaluation and incremental solution development
  • Short work cycles (time-boxed) and prototyping
  • Fail fast to succeed sooner
  • Lean management and continuous improvement

 

Empowerment:

  • Lateral leadership is more important than hierarchical guidance
  • intrinsic instead of extrinsic motivation
  • focus on the purpose
  • Multidisciplinary team focus instead of lone fighters
  • Interactivity

The 3 principles behind agile tools – empowerment, iteration & transparency can be a good starting point for successfully managing your way through the agile jungle

Many companies are agile in their corporate culture. The 3 Principles (TIE) are a good starting point to tie an agile leadership and corporate culture. As a check-in we can start with a position determination in which we ask ourselves as a person/ team/organization the following questions:

 

How transparent are we?

  • Can e.g. everyone in the company see the goals and goals achievement of everybody else including the CEO?
  • Is there clear visibility on which projects are currently being worked on and does everybody have the opportunity to provide input?
  • Do we have clear internal processes for structuring everyday business? (e.g. Kanban Board, Daily Stand-Ups, Meeting Structure, …)

 

How iterative do we proceed?

  • Do we first want a perfect solution before we show it to the customer or is the (internal or external) customer regularly involved in the development of the solution?
  • Do we make regular interim evaluations?
  • Are we open to adapting our solution to changing requirements during the process?

 

How much empowerment do we allow?

  • Is our leadership more based on convincing and commitment, or hierarchical authority?
  • Are our employees motivated by autonomy, mastery, and purpose (DRIVE)?
  • Are our teams organized in an interdisciplinary and autonomous way to work as efficiently as possible on a project?

 

In addition, we can use these main principles to make the training and development concept of a company fit for digital transformation. By e.g. evaluating if and how these principles are currently used in the

  • Competency Model
  • leadership and cooperation principles/rules of play
  • and possibly even in company values.

 

If e.g. an automobile producer defines himself by perfection and thus needs long innovation cycles, it will make sense to consider to what extent iteration should replace the delivery of perfect solutions.

Or if confidentiality plays a central role in the financial service, then it might make sense to create a culture of transparency in at least some areas, where e.g. MbO is replaced by OKR (insert link to past blog).

As a third example, let’s take a look at retail: Here, in many businesses, it is common for a small number of head office employees to define the processes and rules for many thousands of employees in the stores. A shift towards empowerment means at least interaction on eye-level and a much greater involvement of employees at the point of sale.

What serves you next?

Leaving the comfort zone - More courage for more training results

The disruption surfer

The world we live and work in is constantly changing, due to the digitalization and globalization. Changes are happening so fast that we can barely build on a solid ground. To lead your company successful through this digital disruption it is essential to keep an eye on the approaching waves of change. Gunther Fürstberger explained what you need to successfully respond to those changes.

Read article

Boosting innovation by developing experts

The core changes of the digital disruption

Digitalization is a global megatrend that forces almost every company to change significantly. Khan identified 6 core changes of the digital disruption – interconnectedness, abundance of information, increased complexity and transparency, less hierarchical and more empowerment and man-machine cooperation. Gunther Fürstberger explains in this article how to react to those changes and what they mean for a company.
 
International leadership development with Mondi

The agile transformation at MDI

At the beginning of 2017, we started to implement agile methods at MDI. The first method we introduced was the agile goalsetting system OKR (Objective and Key Results). Since then, we tried out many other agile methods and learned many new things. Being inspired by the story map of HR Pioneers, we as well visualized a “Change journey map” and looked back on almost two years agile leadership at MDI.

Read article

International leadership development in Bulgaria

International leadership development in Bulgaria

What is it like to work as an international training and development guide? What are the biggest challenges of our time for companies – in Bulgaria and in general? Diliana Docheva talked with us about international leadership development and gave us insights into the development field in her home country Bulgaria.

International leadership development in bulgaria with diliana docheva

About the interview partner

Diliana Docheva, Ph.D is working as a facilitator, consultant, speaker and development guide for 25 years already. She is passionate about the need for ideas-age leadership and all topics connected, like strategy execution, innovation, redesign, engagement and much more. She believes that life should be an adventure and inspiration. Her role as a development guide helps her to live that because you never stop exploring and learning to help others, learn and develop. Her personal motto? If there is a way, I will find it. If not, I will create it.

“The royal crown is heavy” – why managers have to let go their personal control and involvement in every decision

 

What are currently – according to your opinion – the biggest challenges for organizations in Bulgaria?

 

Diliana: The common challenge is the control paradigm that often holds managers and organizations back. We have this saying in Bulgaria that goes “the royal crown is heavy” which implies that the person on top is to bear the burden of all responsibility, decisions, fire fighting etc. That leads to micromanaging and loss of effectiveness. For example, many companies still control work hours, instead of work productivity and goals achievement. Big, especially international companies, must overcome bureaucracy and start empowering people. There is no other way to be fast, innovative, and utilize the talents.

Some other companies, managed by their founders, face the challenge to transform their management. It is natural that is contra-intuitive and difficult for such founders whose entrepreneurial spirit and personal qualities led their companies to success. Just what brought you there is not enough to hold you there. They need to let go of their personal control and involvement in every decision and operation and need to adopt another role.

Organizations whose managers rightly use and organizational culture as a control mechanism and lever for results, are far ahead of others in attracting and retaining talents, engaging people and build loyal customers.

 

 “Nice to have” or a strategic factor of success: How do you experience that organizations in Bulgaria view (international) leadership development at the moment and how will that be in the future?

 

The companies I was privileged to work with for decades are aware that this is a crucial success factor, so they seriously invested in that development. I foresee that soon, those companies will focus on developing leaders on every level, not just managerial level. The role of a team as an organizational structure is getting even more important.

I wish to believe that more and more managers will give up on “I know it all” attitude and will be more open to learn together with their teams and associates.

 

You are a trainer for many years already. According to your experience: are there any differences between development measures in Bulgaria and other countries in Europe?

 

For 25 years in fact. Frankly speaking, I do not name my colleagues and myself trainer but facilitator, guide or consultant 10 years already. The role is different. Our role changes from trainers to guides and helping minds. I’d not say there are significant differences just one that for sure applies to companies I work with. They would not go for ready-made solutions. They want tailored, even unique programs to address their unique challenges and opportunities and development needs of their people. Also, we are not quick to trust everything that comes from abroad, especially from the other side of the Atlantic.

 

Speaking the same language is not enough – what you need when working as an international training and development guide

 

What is most important when working on an international level? What skills does it take to be an international training and development guide?

 

Most important is to truly love this job as every time there is a new challenge. It is important to love, to learn and do your homework before every project no matter how well you know your subject. You must be very attentive and flexible. As well, you must be very mature as a trainer. I believe trainers have two independency levels to reach. First is to be independent of the natural need to have people to like us. I’ve seen many trainers entertaining participants to receive a good evaluation after the training. But we are there to help and teach, which often means to challenge the participants, to provoke, to ask difficult questions or to give straight feedback. The second level is to be independent of a training design. This is the maturity and skill to change the original design to meet the needs of the group.

 

What are the typical challenges when working on an international level? Can you think of any challenging situations you’ve experienced? What are your tips?

 

My tip is the saying “expect nothing (you are used to), experience everything with an open mind. The main challenge is remembering that knowing the language doesn’t mean knowing the culture. The thing is to understand people.

One very challenging situation was when I conducted a seminar in Ukraine in the Russian language. The program was designed in Germany and – for me personally – was very logical and practical, and I’ve delivered it successfully in other countries already. Soon after I started I had a feeling that I am losing the participants. I decided to stop and make a short funny exercise to figure out what is wrong. What came out was that the main concept on which the whole process in the program was based is absolutely not acceptable, even unthinkable in Ukraine. No chance to follow the program as designed. So, I had to redesign the whole program ad hog to supply them with the skills the company needed but in Ukrainian way.

International leadership development in Bulgaria - Knowing the culture

“Knowing the language is not knowing the culture – the thing is to understand the people”

 

International leadership development is a lot about intercultural awareness and empathy. For a training professional doing a module of a leadership program in Bulgaria: To what shall he/she pay attention and what are your tips of success in order that the training is really beneficial for everyone?

 

It is important to design a dynamic interactive seminar with lots of activities and discussions. A certain way to lose people is to show hundreds of slides. We also love to discuss which makes the timing tricky. Often it is truly difficult to stop the discussions, so if a trainer runs out of time, I’d suggest shortening the presentation, not to stop a discussion. Do not expect participants to be on time really. If the topic is not interesting people leave the training mentally and do their own stuff. In fact, a couple of times I’ve witnessed people leaving physically a seminar, led by a foreign trainer when they are not engaged. Also, you should expect that dinner lasts for hours.

 

Development measures in times of digitalization

 

In times of the unstoppable digitalization – do you think that classroom trainings will vanish completely at some point and how do companies in Bulgaria cope with these changes?

 

Training yes, classroom no. For a long time already, many programs in Bulgaria are blended or e-learning. At the same time, despite participating in such programs, people need to get together, develop ideas, create, discuss and synergize. Ideas is the key word here. Knowledge and information are everywhere and readily available. Even without e-learning or blended learning programs, people could learn. Businesses need ideas to progress. We already don’t live in a knowledge but ideas-age.

When I started training business in Bulgaria in 1993 I think I was the first, I had to explain to prospects what “training” is. Most of them were hesitant to consider such service because their employees have university diplomas. Then there was a training boom. Now, my clients need provocation, room for new ideas, help to reinvent or renovate their businesses or solutions to the challenges they face. There are no ready-made solutions. There is an ocean of information, models, and tools and a need to help navigate through them.

Certain skills, for sure, will be needed and such training will be provided by internal trainers. That applies to “must skills” for a company or job. Beyond that to put everybody in the same training program to get the same competence set is a management of failure. The management of success is to develop the individual talents of every team member.

 

Which role does the digitalization in general play in Bulgaria? Is the country/its organizations “ready” – what do you notice?

 

As everywhere,digitalization speeds up everything, makes everything very transparent, processes more efficient and it also redefines some jobs of course. I think Bulgaria is very much advanced in the digitalization shift. Many businesses are already digital. Thankfully, this might be because of the generations of brilliant IT specialists we have, and successful start-ups who led the way. Technology has always been playing an important role in Bulgaria. Although many organizations are yet to align their management systems with digital reality.

 

According to your opinion: What will be the biggest challenge for the training & development industry in the next 5 to 10 years?

 

It is to move from WHAT knowledge to deliver to HOW people are to apply it to their specific situation and to WHY to do so. We also clearly see two trends. One is the increasing need for individual consultancy, not coaching but consultancy. The second is the need for projects aiming to transform the whole organization. So, both the challenge and development of our industry will be to align one-to-one services with massive programs for hundreds or thousands of associates. This will require lots of collaboration and teamwork among consultants. As the need for deep expertise in certain fields is evident as well, I am confident that we consultants will work in partner networks where every partner contributes her expertise and we benefit the synergy of collaboration. The age of big franchise-based companies with rigid programs is over.

What serves you next?

Leaving the comfort zone - More courage for more training results

Leadership development in South Africa

South Africa is also called the rainbow nation and is famous for its beautiful landscapes, wildlife and the warm hospitality of the people. But: the country has a rough past and uncertainty and intercultural conflicts are still noticeable. We asked Gerard Le Sueur, MDI Training & Development Guide in South Africa, about the challenges for organizations, the digitalization and the importance of leadership development in the country.

Read article

Boosting innovation by developing experts

Leadership Training and Coaching in the Middle East

Laurie Santos is originally from California but moved abroad in 2006 and had been living and working in Africa, the Middle East, and different European countries since then. For about 7 years, she lived and worked in Kuwait and still has many customers there. We wanted to know more about the (cultural) differences between the Middle East and Europe and gain some insights into leadership development in Kuwait.

Find out more

International leadership development with Mondi

International leadership development

Insights from the United States and Ukraine. Nataliya Sergiyenko is working as a trainer for more than 15 years. Last year, she left her home country Ukraine and moved to Texas, where she continued with her work as a training & development guide. We talked with her about the differences between those two countries when it comes to leadership development, digitalization & more.

Read article

The disruption surfer – how to respond to the waves of change

The disruption surfer – how to respond to the waves of change

The world we live and work in has become more and more fluid over the past few years. Changes are happening so fast that we can barely build on a solid ground. In the past, most companies worked like this: an industrial company, for example, built a factory that would work and exist for a few decades. Today, the most valuable companies, have – in comparison to the past – little-fixed assets. Current ideas, connecting resources, and a constant adoption became much more important. If we are looking for a metaphor for the modern leader, we should start with the underground. Nowadays, the underground of the modern leader would rather be water or air than a solid underground. Waves in the sea are a good metaphor for the waves of the disruption.

 

Waves instead of a solid ground

 

Often, these waves arise far away before they come to the coast, where their size is only predictable at short notice. Therefore, they can either be a threat or a great chance for the surfer. An experienced surfer observes the waves and chooses the right one for him. If the waves are not strong enough, you can’t really do a lot with it.

Waves of the disruption

Is the wave a threat or a great chance for the surfer? An experienced surfer observes the waves in the first place and chooses the right one for him afterwards.

 

As a leader in the digital transformation, you should definitely keep an eye on the approaching waves of change. Many companies are drowning because they ignore the changes, which are often coming from an unexpected side. If they do not ignore them, they often only recognize them when it is already too late. In the meanwhile, others could perceive the opportunities and the creative potential of the changes and are often surprised by the unexpected possibilities which suddenly arise.

 

The surfboard – a tool of agile leadership

 

Basically, a surfer only needs the right surfboard as a tool. The material entry barrier for this sport is very low. This applies to the digital economy as well. Many of today’s largest Silicon Valley companies were founded by students with little equity. As an agile leader, you have a variety of tools at your disposal. We’ve already worked out the most important key tools, you should have as an agile leader in a previous blog article.

Surfboard as a tool for disruption

As with the digital economy, the material entry barrier at surfing is very low – all you need is a surfboard, basically. Some of Silicon Valley’s top companies were founded with little equity as well.

Next to the tool-set, the associated skills want to be developed as well. A surfer’s main skill is the ability to balance on a moving surface which can only be achieved by a constant and balanced movement. This is cognitively difficult. As a surfer, you develop a sense of balance through a lot of practice. The same applies to an agile leader. The key to stay on track is the ability to react quickly and adequately to the many and rapid changes. Doing this by himself is quite difficult. Therefore he needs additional collaboration skills, such as creating transparency and visualizing things.

 

Attitude and skillset

 

Both, the surfer and the agile leader, are only able to gain mastery when tapping into creative potential.

Even more important as a tool-and skillset is the right mindset: the disruption surfer sees a change as an opportunity, acts with others at eye level and with much openness. Even if the disruption waves look threatening to many people in the first place, the disruption surfer says, with brightness in his eyes: “Wow, this wave I’ll take!”

Article by Mag. Gunther Fürstberger, CEO of MDI Management Development International.

What serves you next?

Leaving the comfort zone - More courage for more training results

How to lead a business through the digital transformation

Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge and many leaders ask themselves how to lead their company through this digital transformation. What is important is, to have an agile mind-, tool- and skillset. We summarized what you need to lead your company successfully through this digital change.

Read article

Boosting innovation by developing experts

What's the big deal about digital transformation?

Personal computers have been in our workplaces for 30 years. We’ve been using e-mails and the internet for 20 years. So why are we only talking about the digital transformation now? Armin Bonelli is a trainer and coach and works in the area of tension between identity and brand for almost 20 years. We talked with him about the digital transformation and made clear if it is just a buzzword or much more than this.

Read article

International leadership development with Mondi

Purpose & Engagement in digital times

Many of today’s leaders are asking themselves the question of meaning: Why do I do what I am doing? What do I contribute and what is the point of all of this? Anita Berger accompanies international organizations from all sectors as a consultant in organizational development. She told us more about what it means to be an (agile) leader, how to motivate your employees and why it’s all about purpose.

Read article

Purpose & Engagement in digital times [Approaches & Tool]

Purpose & Engagement in digital times [Approaches & Tool]

Many of today’s leaders are asking themselves the question of meaning: Why do I do what I am doing? What do I contribute and what is the point of all of this? In a time where the speed of change is enormous and nothing seems to be permanent, it is only natural to deal with such issues. Companies can help their leaders and leaders can empower their employees to find meaning and simultaneously encourage their engagement for the job.

Anita Berger about Purpose and Engagement in digital times
About the author

Anita Berger is MDI Managing Partner and accompanies organizations internationally and from all sectors as a consultant in organizational development, as a management trainer and coach, for many years already. She is an expert when it comes to engagement and motivation 3.0. As a certified trainer, she offers the Original Drive Workshop after Daniel H. Pink, which is also a module of the Agile Leadership certification course.

Being an agile leader – be mobile & motivate

 

For me, being an agile leader means to be flexible and to stay mobile. The conditions in companies, teams, and projects are changing so fast today that it is often not possible to act proactively – you have to react. As fast as possible. Agile leadership is about being mobile and staying mobile. Wherever possible, you should, of course, be able to plan and act proactively. But in my opinion, nowadays, it is more important to react quickly, constructively and productively. Another important skill is being able to adapt to different circumstances as a leader.

A successful leader also creates a set-up that allows employees to think in terms of ideas and solutions rather than problems. Employees must be able to think outside the box and constantly explore options and opportunities. Employees need a high degree of self-commitment and personal responsibility. The reason for this is that our fast-paced time is exhausting, certainly not always “easy-cheesy” and relaxing. In order to do so, a leader needs employees who understand the reason behind actions and projects. More importantly, they need to believe in it and go an extra mile to achieve the maximum performance from their own accord.

 

It’s all about purpose

 

In this context, the purpose plays a crucial role. Ideally, it is like this: There is a clearly formulated and strong corporate purpose the employees know about. They can reflect on this corporate purpose and establish an intersection between what is important to them and the purpose of the organization. With this interaction, they know how to contribute to the “bigger picture”.

Of course, there will be cases in which the company’s purpose is not tangible enough to define one’s own contribution as an employee. If this is the case, it takes a break on the organizational unit, which is relevant for each team member, followed by the comparison: How does that fit together? What is important to the person?

I think that there is still potential in many companies when it comes to defining the purpose. Especially regarding the correlation between one’s personal purpose and the purpose of the organization.

Finding Purpose

Many leaders are asking the same question: Why do I do what I am doing? How can I contribute?

 

If you would like to start working on this topic, start with questions like What does purpose actually mean for our company? How tangible is it and is there place and time for a real confrontation? Is it something that stands on a marketing folder or do I associate more with it as a leader, as a CEO or as a board member?

Furthermore, it is important to look for the dispute according to rounds of questions and discussions. It is about a conscious process, in which employees deal with their own purpose and at the same time as the one of the company. As well as actively looking for points of friction and similarities. It can happen that somebody says: My purpose is not your business, that’s private. Of course, this must be respected and, as a leader, you must at least make sure that the respective team members recognize their own contribution to the corporate mission through their work tasks. Thereby they have to find meaning in what they do and, as a result, gain commitment.

 

The concept of engagement – Drive by Daniel H. Pink

 

A concept, I really like to use, is the Drive concept from the bestselling author Daniel H. Pink. I use it to reflect with leaders and team members and to work on motivation and purpose. From my point of view, it gives you clarity in a complex of topics that is sometimes elusive and difficult to grasp. Furthermore, it provides valuable insights by determining the location: where do I stand? How do I fit for the business purpose? What else would it take for the fit to be better?

For example, I worked with a group of senior executives and spent a whole afternoon answering questions like: ”What is my own purpose? How does this coincide with the corporate trajectory?” One participant has stated that she clearly separates her own purpose from that of the company, and at the same time realizes that it requires quite a bit of effort. As a result, she asked herself where there could be a common intersection, and how much energy she can use to bridge this gap.

Exactly those kinds of reflections are the ones, I find extremely valuable for both sides, the participants, and company. It offers a real value, to pause for a moment and go into depth to gain clarity on the one hand, but more importantly to gain motivation and commitment for the daily challenges.

More about the DRIVE concept

 

In addition to the purpose, the Drive concept is also about self-determination (Autonomy) and perfecting (Mastery) as a lever for engagement. Find out more about the concept in this video and in Daniel H. Pink’s book The surprising truth about what motivates us.”

 

What serves you next?

Leaving the comfort zone - More courage for more training results

Getting out of your comfort zone

How can exposure therapy help you face your fears? Michael is a coach at ComfortZoneCrusher, where he helps clients to become more confident by stepping out of their comfort zone. He told us what exposure therapy is about, how to overcome negative emotions and talked with us about comfort zone crushing in team development. [incl. practical exercises]

Read article

Boosting innovation by developing experts

What's the big deal about digital transformation?

Computers have been in our workplaces for 30 years. We all have been using email and the world wide web for 20 years. So why are we talking about a digital transformation just now? What’s the big deal about this and how will it change our world in the following years? Is digital transformation just a buzz word or more than this?

Read article

International leadership development with Mondi

Video: agile leadership - orientation and basics

OKR, Kanban, Scrum, Design Thinking, Management 3.0, Lean Management…the list of tools and concepts around agile leadership is long and somehow it seems that everybody is talking about it. Alexandra Sock is a trainer at MDI and expert on the field of agile leadership. She gave us a nice overview of agile leadership and the different methods.

Read article

MDI 2025 – Lego Serious Play as an agile method during our team workshop [experience report]

MDI 2025 – Lego Serious Play as an agile method during our team workshop [experience report]

Incredible 40 billion Lego bricks are said to exist in the world. After they conquered the hearts of many children, the small colorful stones are now conquering the seminar rooms in the management & development industry. We wanted to experience this method ourselves. Therefore we had a Lego Serious Play workshop, where we asked ourselves: What will MDI look like in 2025?

 

Impuls Workshop Lego Serious Play – Our Hard Facts

 

Duration: 3 hours

Number of participants: 15

Facilitator: Dominik Etzl

Question: What will MDI look like in 2025?

Framework: MDI team workshop 2018, day 2

Goal: First of all, we are always looking for new agile methods and wanted to experience this one as well. Furthermore, we wanted to find a common vision for MDI in 2025.

 

Think with your hands

 

This is basically the only rule in Lego Serious Play, wherefore it is unstoppable that all participants are starting to build once the little bricks are spread out on the table. But that’s not a problem at all, as Lego Serious Play is not about thinking and planning for a long time, it’s just about doing it.

While our facilitator has given an overview of the method and different fields of application, we have already developed the first buildings within a team. In addition to the intuitive and unstoppable building, we also had some warm-up exercises, with questions such as: What motivates you in your daily work?

Lego Serious Play Teamworkshop Marketing

„It motivates me that we are a team many different characters with different tasks. Nevertheless, we have one important thing in common: we all work at MDI. The cooperation with my colleagues and the helpfulness within the team motivates me every day. ” (Judith, Marketing)

„While building my model, I realized that I do not have a strict division between my professional and personal life. All my different activities and roles in life are symbolized by the different branches in my model. Having the ability to flexibly move around on those branches and combining one with the other motivates me tremendously.” (Julia, Marketing)

Lego Serious Play Julia
Lego Serious Play Teamworkshop Consulting

“When my colleague asked me what motivates me in my job, I shaped a smiley. I think it’s important to be able to laugh a lot, no matter how serious life is. I don’t miss that at MDI. There is a lot of laughter and fun in my work environment, and that is something that motivates me to go to work! Apart from the good mood in the office, we have a great relationship with our clients and coaches! This atmosphere motivates me a lot.”(Valmire, Junior Training & Development Consultant)

Since no specific know-how or skills are necessarily needed to work with Lego Serious Play, we came straight to the point fairly quickly: What will MDI look like in 2025?

In order to obtain different results here, we have divided our team into three groups according to their functions: Consulting, Project Management, and Solution Development together with Marketing. What was the concrete task? Everyone had to build their own vision first. Afterwards, the individual versions were assembled on a large board and supplemented or shortened.

The unstoppable euphoria about building new things has temporarily paused here because the question was complex and we wanted to take some time to think about it. But after a few minutes, all three team tables (Consulting, Project Management, and Marketing + Solution Development) were already starting to build their ideas and visions.

 

The ideas and discussion

 

After 20 minutes, it was time to introduce our future visions to each other. What we quickly noticed was, that new ideas were coming to light – even though we didn’t have a lot of time. The models we built, were the ideal starting point for discussions. We did not only discuss the models within the whole MDI team but also within the small groups and departments.

But what are the next steps for now?

We brought the Lego structures of “MDI in 2025” of all the teams to our office so that the ideas, we collected during the workshop, would not be forgotten. In the next few weeks and months, we will see which ideas will be implemented. However, it is already clear that we did not only get to know another agile method but also gathered many new ideas and motivation for future projects, through this workshop.

FAST FACTS ABOUT THE TOPIC

Why Lego Serious Play?

  • Everyone is actively involved and makes their personal contribution to answering the question
  • Knowledge is taught and the learning effect is enhanced
  • Thoughts are illustrated
  • Tangible models remain stronger and longer in our memory

 

In which areas can Lego Serious Play be used?

  • In the search for new ideas and innovation
  • To create a shared vision and concrete strategies for your own company
  • Team Development
  • Communication, values, and behavior can be reflected by this method
  • To analyze future scenarios in a playful way

What serves you next?

Leaving the comfort zone - More courage for more training results

Development Approaches: Leading a business through the digital transformation

Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge. Therefore many leaders are facing the question, how to successfully lead their organization through the digital transformation. But what are the consequences of the digital revolution for leaders? And what do you need as an agile leader in this digital times?

Read article

International leadership development with Mondi

Video: Agile Leadership - orientation and basics

OKR, Kanban, Scrum, Design Thinking, Management 3.0, Lean Management…the list of tools and concepts around agile leadership is long and somehow it seems that everybody is talking about it. Alexandra Sock is a trainer at MDI expert when it comes to agile leadership. In this video, she gives you a short overview of agile leadership and the different methods.

Read article

Boosting innovation by developing experts

Experience report: Implementation of OKR at MDI

MDI implemented the OKR (Objectives and Key Results) method in the beginning of 2017. Gunther Fürstberger, CEO if MDI, gives us some insights about the method and its implementation. What were the challenges in the beginning? How does the method work and what’s the difference to other goal management methods?

Read article