Agile Management

Agile methods for more effectiveness

Our working world has changed a lot in the last decades. Shorter innovation and product cycles, new technologies and digital processes - in order to survive on the market in the long term, it is necessary to rethink.

Agile working is the keyword here and far more than just a buzzword. The approach is to replace rather sluggish classic project management with flexible and dynamic teamwork, while minimizing the amount of bureaucracy.

As an innovative, international management consultancy, innogy Consulting recognized the potential of agile methods early on and has already successfully implemented them in various projects.

The following cases and the whitepaper on the topic show what agility can achieve in a company and how agile project management changes traditional management thinking.

We are convinced that agile processes lead to greater effectiveness and competitiveness. Results-oriented teamwork is not only an essential part of all our consulting departments, but also the cornerstone of agile working. We are highly motivated to work with you in identifying the right strategy for your company and to implement it with appropriate measures.

Project Experiences – Agile Management

NWoW: Promoting new working environments

Continuous performance improvement and an efficiency increase were the targets of innogy's New Ways of Working (NWoW) program. In order to break dysfunctional patterns, solve existing conflicts and strengthen managers in their leadership skills, the iCon Change Practice accompanied this workstream.

Digital benchmarking

Using agile methods and cross-industry benchmarking, we evaluated the digital channels of one of our clients using our own user experience diagnosis methodology and developed concrete recommendations to optimize user experience in the areas of digital communication.

Digital Attacker

Large energy traders are faced with declining margins and high competition on digital channels. In order to meet the growing demand for new, innovative end-to-end solutions and to continue on the path towards a digital and data-driven industry, innogy decided to launch the digital attacker.

iCon Magazine Articles

Sprinting to the goal – agile product development at iCon

Speed is rapidly becoming a decisive factor in customer enquiries. Therefore, innogy Consulting is increasingly focusing on agile working methods in addition to classic project management. Marie Wegner supports the use and implementation of agile methods and as Scrum-Master she ensures shorter development cycles and faster results. In the interview she reports about her experiences.

Agile methods for optimising project management processes

Getting a complex project off the ground in just three months is a big challenge, especially when that project is intended to standardise the entire end-to-end project management process in the development of solar power sources and solar power plants. However, agile methods make it completely possible to deliver initial results in an extremely short time frame. Ambassador Indrani Kaliyan reveals exactly how this is possible in a magazine article.

To be or not to be – the dilemma confronting British energy providers

As Principal of innogy Consulting UK, Neel Das has a particular interest in the British energy market and the sales business. In times of mounting cost pressure and digital competition, do the six major British energy suppliers even have a future? In the magazine article, the UK expert dares to make a prediction.

More Insights

Future Mobility

Digital Customer Experience

What agile transformation means for leadership

In order for agile methods to really be lived in the company, one thing above all is required: agile leadership. After all, leadership is substantial even with agile methods - although in this case, it looks entirely different. The idea of agility is based, among other things, on the assumption that leadership is distributed among many different people and focuses on the design of appropriate framework conditions, the practicing of desired values and behavior, and network management. Attitude, reactive structures and networking are therefore the three levels of the agile leadership approach.

This is a huge change to the traditional understanding of leadership, but it is absolutely necessary for the agile transformation process. This is exactly where we come in and enable organizations and managers to introduce agility into their companies - and thus secure important competitive advantages.