You don’t find the experts you need for your products and projects on the labour market. You need experts who can bring their knowledge into the company and pass it on.
Are you looking for ways to distribute the expert knowledge of individuals among many employees? Do you want your employees to contribute their knowledge to the company in a sustainable way? Do you need a community that organises itself and continuously develops and passes on its knowledge?
Train internally interested employees to become experts who can contribute to the desired change as multipliers for their ideas in the company.
We support you so that you do not have to permanently fill the gaps in your staff with external employees and build a self-organised Agile Living Movement programme with you, with which you will have a closely networked community in one to two years that can drive the programme internally itself.
Agile Living Movement is the framework for collaborative learning with coaching and mentoring.
We currently offer programmes on Scrum, Nonviolent Communication and Leadership with Agile Living Movement.
Together with your experts, we can develop and put together the learning content that your organisation needs and wants to embed sustainably. We then introduce Agile Living Movement to you and accompany you until your experts can take over our tasks.
Our highest priority is to establish self-organised learning and working in the organisation. This enables us to deal appropriately with the challenges ahead, which serves a successful future for the organisation.
The Agile Living Movement programme provides a base for motivated individuals so that personalities, teams and a community of experts can continue to grow and share their knowledge across the organisation.
Agile Living Movement uses a lightweight framework. Each generation develops its own self-organised learning and problem-solving space so that it develops strategies to support dealing with the unknown, uncertainty and change.
Agile Living Movement imparts expertise within the framework of the learning objectives of your required expertise. As multipliers, participants spread the required know-how throughout the organisation.
Unlike certification training, the programme provides the space to learn the content within a learning peer group, apply it in their Scrum teams and reflect with the learning peers to support sustainable application.
Individual mentoring in a close 1:1 relationship supports the expansion of the learner’s skills and provides reflection to guide personal development so that participants create the best possible value in their development.
Agile Living Movement lays the foundation and supports the growth of a vibrant, cross-role community. This enables collaboration, sharing and learning to continue beyond the programme.
Agile Living Movement builds bridges between departments and the business units of [your organisation], strengthens the loyalty of motivated colleagues and attracts new colleagues.
Graduates of the Agile Living Movement programme bring their knowledge and skills as new mentors to the company and to future Agile Living Movement generations. They support the business units in creating sustainable value for a successful future of [your organisation].
Junior employees and career changers are suitable candidates for Agile Living Movement. The important prerequisite is that the participants work in a team from the beginning, in which the expert knowledge is applied. This allows them to immediately try out what they have learned in everyday life and to reflect on and further develop it in the Agile Living Movement community.
Experienced staff and experts in the field can be used as mentors for Agile Living Movement. Staff who have gone through the programme as participants can act as mentors for subsequent generations.
DURATION OF AGILE LIVING MOVEMENT
The cycle for a generation in the Agile Living Movement programme lasts 6 months as a participant and another 6 months as a mentor. This creates a cycle of learning, deepening and passing on know-how in the programme.
After 2-3 generations, the participants can continue the programme internally and independently of us.
THE LEARNING ORGANISATION
In times of faster change, a permanent learning culture is not only necessary for innovation – continuous learning and development is also needed to adapt to the changing market.
With Agile Living Movement, a learning culture is developed and brought into the company. Through the promotion and development of multipliers, knowledge is carried into the company and anchored in various places.
THE MENTORING JOURNEY
Agile Living Movement thrives on the interaction between participants and their mentors. All participants can become mentors for new participants in the following generations.
As a mentor, the focus is on knowledge transfer, coaching and lateral leadership. Self-management is an important component of successful cooperation. Mutual, active leadership as needed is a helpful skill here.
The mentoring journey in the Agile Living Movement provides a protected space with reflection, feedback and learning – as a basis for effective leadership in the work context.
External and freelance employees are more expensive than internal employees. They may also only stay with the company for a limited period of time. A high cost of onboarding and offboarding ties up time and money.
Agile Living Movement builds up internal know-how. The programme makes it possible to rely more on juniors in recruiting, because they can be built up specifically in the programme.
With our offer, training costs can still be saved because the experts and mentors pass on their special expertise.
Agile Living Movement develops a strong learning culture and community for future collaboration.
Each participant, after completing the programme, can be further developed as a mentor in the next cycle. This is an effective step from receiving knowledge to passing on knowledge. Knowledge transfer is an important prerequisite for learning and developing products that constant change makes necessary and possible.
is an important pillar for learning and the further development of technology and knowledge in the company.
Agile Living Movement lays a foundation for later Community of Practice because the participants organise the learning journey themselves with their student-peers. If a generation is put together from different company departments, this leads to good networking across departmental boundaries.
Currently, there is an acute shortage of experts in many fields. Many companies make do with freelancers and outsiders to cover the demand within the company. This is expensive and often does not lead to the desired result. The experts tend to be used in production – when they leave the company again, their know-how also leaves the company.
With Agile Living Movement, we want to anchor the know-how of experts (internal and external) in the company and use it permanently.
SELF-ORGANISED AND DEMAND-ORIENTED ONBOARDING
In many companies, developers are recruited and then assigned to a vacant spot in a team. Often there is no way to check how it fits together and there can be a lot of unrest, which can affect the productivity of the team.
Agile Living Movement can serve as a first point of contact for newcomers. Here, employees can settle into the company’s own way of working and domain language. During the programme, the newcomers can get in touch with the different teams and find out where they can have the best impact.
BREAKING THE DEPENDENCY ON EXTERNAL EMPLOYEES
External workers are helpful to solve short-term problems. In the long run, they are usually too expensive. In addition, due to legislation, external employees can only work for the same company for a limited period of time.
This always means losing know-how and spending time and money on new onboarding.
At Agile Living Movement we use the knowledge (also) of external experts to bring their knowledge into the company. It is important to us that the focus is on ensuring that these experts do not work alone – instead, we design the work situations in such a way that the knowledge flows into the company in the best possible way. Pair and mob programming, shadowing, workshops and trainings help here. The focus is on helping people to help themselves instead of letting the experts solve the problems.
Bettina Ruggeri is a certified Team Coach (CTC Scrum Alliance). She is a systemic coach, mediator, team coach and trainer for non-violent communication with more than 20 years of professional experience in software development and has more than 15 years of practical experience in the use of Scrum and agile methods.
Sven Schnee works as an Agile Coach. He has more than 20 years of professional experience in software development and has more than 13 years of practical experience in the use of agile frameworks and working practices. He has successfully guided teams and organisations on their journey to an agile organisation as a Scrum Master, Product Owner and Agile Coach using frameworks such as Scrum, LeSS and SAFe.
Peter Müller studied computer science, is a Certified Scrum Professional and a personal and team coach. He has over 20 years of professional experience in IT and has been living Scrum and other agile practices for over 15 years. His great inspiration are the principles of Modern Agile, because they are easy to understand and can be effective outside of IT. He is firmly convinced that fun work is more effective and fulfilling.