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.

Ingo Kallenbach

State of the Art in leadership development

How to make your programs effective and overcome hurdles successfully

In an increasingly complex world, companies need real leaders at all management levels. Decisive for successful development programs are above all the agreement with the strategic orientation and the goals of the organization.

From a study by the Harvard Business School we have worked out the most important points from the current research status of management development and provided you with practical tips.

Ingo Kallenbach

Leadership in an agile world (2): "working out loud"

How you can promote the development to an agile company with "working out loud"

Companies such as Siemens and Continental are already working successfully with the new method. At BMW and Bosch, "Working out loud" has even been integrated into the daily work routine. In the age of digitisation, this new procedure promises to enable cooperation across divisions and companies and to promote the rapid exchange of knowledge and access to institutions and persons with whom one has had no contact so far.

Ingo Kallenbach

Leadership in an agile world (1)

The concept of agility and how to successfully implement the development of your company to an agile organisation

The concept of agility originated in software development. Agile methods, such as "scrum", have been on the agenda there for a long time. Even beyond the IT sector, agile processes are becoming increasingly important as a leadership and organizational principle and are gradually conquering the entire corporate world.

Ingo Kallenbach

Four success factors for effective and sustainable leadership development

The consequences of poor management and how you can avoid them through holistic development

Managers are the key players in every company. They shape the prevailing behaviours and play a decisive role in shaping the corporate culture. Misconduct on the part of managers is particularly evident in a weak, emotional bond between employees and the company. The resulting lack of willingness to perform leads to annual economic costs of up to 109 billion euros.