STRATEGY AND BUSINESS TRANSFORMATION
Kingfisher & Partners supports organisations with focusing their strategy and realization of successful business transformations.
We are innovative and entrepreneurial; with a fresh, open and holistic perspective we unlock digital opportunities and new business models.
Through 'blue ocean'-thinking and result-oriented collaboration, we help organisations create unique and sustainable value - away from the competition and towards new markets.
Kingfisher's partners have an impressive track record in strategy and (digital) business transformations. We have successfully completed numerous assignments for a wide range of organisations, including:
STRATEGY AND BUSINESS TRANSFORMATION
Kingfisher & Partners supports organisations with focusing their strategy and realization of successful business transformations.
We are innovative and entrepreneurial; with a fresh, open and holistic perspective we unlock digital opportunities and new business models.
Through 'blue ocean'-thinking and result-oriented collaboration, we help organisations create unique and sustainable value - away from the competition and towards new markets.
Kingfisher's partners have an impressive track record in strategy and (digital) business transformations. We have successfully completed numerous assignments for a wide range of organisations, including:
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY AND BUSINESS TRANSFORMATION
Kingfisher & Partners supports organisations with focusing their strategy and realization of successful business transformations.
We are innovative and entrepreneurial; with a fresh, open and holistic perspective we unlock digital opportunities and new business models.
Through 'blue ocean'-thinking and result-oriented collaboration, we help organisations create unique and sustainable value - away from the competition and towards new markets.
Kingfisher's partners have an impressive track record in strategy and (digital) business transformations. We have successfully completed numerous assignments for a wide range of organisations, including:
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.
STRATEGY EXECUTION
Challenging the strategic direction of a life insurer. Impact analysis of strategic scenarios, advising on the preferred scenario and translating this into a feasible change agenda.
POST MERGER & ACQUISITION
Advising on and managing the integration of pension services, business processes, organisational structure, culture and IT management of merged pension companies.
ALIGNING INTERNAL IT ORGANISATION
Developing a future-proof and state-of-the-art IT function for a government institution. Focused on governance, control of outsourced work and responsibilities.
DIGITAL TRANSFORMATION
Developing the digital strategy, including a roadmap, for an internationally operating consultancy organisation, which guides technological choices and fits seamlessly with the business strategy.
TRANSITION TO CUSTOMER-FOCUS
Comprehensive redesign of the “front end” of a healthcare organisation, with IT as an enabler for innovation. Subsequently, incremental and systematic implementation of all changes.
ACCELERATING INNOVATION
Developing an innovation funnel for a financial services provider, including methodologies, competencies and techniques for bringing innovations to fruition quickly and effectively (or deciding to abandon them).
DATA STRATEGY
Developing the data strategy of a large municipality, aimed at increasing the public value to the city through the use of data analysis, AI and Business Intelligence.
ENTERPRISE ARCHITECTURE
Developing a robust business and IT architecture for a public transport company. The architecture serves as a “dot on the horizon” and includes a roadmap for its realisation.
CHANGE ASSESSMENT
Getting a blocked business integration process back on track. Identifying the need, willingness and ability to change and translating this into an approach for a successful restart.
GRIP ON CHANGE
Implementation of Integrated programme management, including the connection with business architecture, project portfolio and change management. This enables control over processes, content and change management.
INTRODUCTION TO AGILE WORKING
Designing and implementing an Agile way of working at a large transport insurer. A hybrid development organisation with associated competencies was set up to work in three flows: classic, Agile and hybrid.
MEDIATION
The management team of a rapidly growing SME is not working together constructively. Through interventions, renewed trust and respect have been developed, and the team is back in the “performing” zone.