Agile coaching has to decide: does it want to contribute to feel-good management for employees or to binding product development?
Do you already use project parliaments and consensus workshops in your change projects? And what about decision-making by consent?
Change projects present organisations with major challenges, especially if they cling to old concepts. What is a sensible alternative?
Project heroes are celebrated when they rescue endangered projects. But does it have to happen at all? How does project management succeed without heroes?
For successful project work, networking is more important than the truth claim of a certificate. How does internal and external networking succeed? And which formats are useful?