Ingo Kallenbach

Leadership in an agile world (10): face time

How to lead your team by encouraging spatial proximity
Companies like to call themselves modern when they describe that the door to the executive's office is always open. In this context, catchwords such as "flat hierarchies" or "short decision paths" are used.

Ingo Kallenbach

How we will work in the future (part 2)

A look into the future, how we will work and live. Perspectives and impressions of the "Learning Journey" with vitra from New York, Seattle, San Francisco and the Bay Area.

Ingo Kallenbach

Leadership in an agile world (9): crossfunctional teams

Today's working world is characterised by rapid change. The resulting complex challenges demand a high degree of insight, determination and creativity from us. This often requires a mental change, a change of perspective and a change of attitude in order to generate solutions and master the challenges.

Ingo Kallenbach

How we will work in the future (part 1)

A look into the future, how we will work and live. Perspectives and impressions of the "Learning Journey" with vitra from New York, Seattle, San Francisco and the Bay Area. Where and how do the Amazons, Apples, Googles, AirBnBs, Slacks and Starbucks of this world work?

Ingo Kallenbach

Reverse Mentoring in personnel development

Sustainable effects through cross-generational learning - How to fill knowledge gaps by using internal expertise and drive the digital transformation of your company forward
Digitalization and the increasing use of new technologies in the world of work demand additional knowledge from both employees and managers.

Ingo Kallenbach

Leadership in an agile world (8): delegation poker

How you can make decision-making processes transparent and sustainably promote self-organization
In a dynamic VUCA world it is necessary that decisions are made quickly and above all where competence and expertise lie. In hierarchical systems, decision-makers are usually too far away from the actual situation and thus become the bottleneck of their organisation.

Ingo Kallenbach

Leadership in an agile world: transparency (7)

How you can achieve sustainable added value for your company with more "transparency"
Whether reports on product developments, last month's sales or colleagues' "to-do" lists, almost everything is now available to almost anyone at almost any company.

Ingo Kallenbach

Analysis dimensions and success factors of a healthy corporate culture

How you can analyse your organisational culture and develop it sustainably
Change management often focuses on the question of which strategies are suitable for building an organization in such a way that open communication and a transparent exchange of information are taken for granted. In order to initiate a change process towards a "healthy organization", a thorough analysis of the status quo is required in advance. But which dimensions are of importance here and are particularly involved in shaping the corporate culture?

Ingo Kallenbach

Leadership styles and their impact: preparing the way in partnership or autocratic guidance?

Which management style is suitable for your company and how to apply it successfully
Numerous scientists have been pondering the question of the "right" behavior that a manager should show his employees for several decades.

Ingo Kallenbach

Leadership in an agile world (6): peer feedback

How you can sustainably promote the development potential of your employees through feedback at eye level
Classic feedback is often limited to the annual appraisal interviews, which have fallen into disrepute due to their hierarchical structure.

Ingo Kallenbach

Organisational development: tradition and innovation

Why traditional concepts block change and how you can use innovative approaches for your company

The age of the digital revolution calls for innovative change concepts. Nevertheless, the classical concepts of organizational development still meet with great approval in many companies, but show little or no effect.

Ingo Kallenbach

Leadership in an agile world (5): retrospectives

How you can continuously improve teamwork and establish an open feedback culture with retrospectives

The fifth part of our series is dedicated to an agile method, which is a partial aspect of scrum. The retrospective serves to analyse the strengths and weaknesses of teamwork between the sprint review and the planning of the next sprint.

Ingo Kallenbach

Pitfalls in leadership development: the three most frequent mistakes

How you can successfully support your junior staff by adhering to basic principles

Companies invest a lot of time and money in the development of their managers, but the desired effect usually fails to materialize. The reason for the failure of many programs is often the non-observance of basic principles that simply block a sustainable effect.

Ingo Kallenbach

Leadership in an agile world (4): barcamps

How you can take interdisciplinary cooperation to the next level with "Barcamps" and sustainably reduce team silos.

The fourth part of our series is dedicated to an agile method with which, among others, the company Sipgate provided topics of conversation. Open Friday, a mix of open space techniques and the principles of barcamps, has already established itself there as a regular institution and has now become the heart of the company's cross-team collaboration.

Ingo Kallenbach

Leadership in an agile world (3): scrum

How srum can make your project management agile and identify problems faster

In the second part of our series we would like to introduce you to one of the best known and currently most frequently used methods in agile project management: "scrum". The method is characterised above all by its simple structure and clearly defined roles. In this way, scrum can be learned quickly and immediately implemented productively.