The "Agile Groupies" of the Otto Group are true innovators.

for.

The "Agile Groupies" of the Otto Group are true innovators

I was profoundly impressed by the 20th Coaching Circle of the Agile Groupies of the Otto Group, in which I participated as a facilitator. We discussed the topic of "Leading (and being led) in the age of VUCA or VOPA".

The Agile Groupies are a network of over 900 employees of the Otto Group who actively engage in their organization for an intergenerational, cross-hierarchical, and cross-functional exchange of knowledge and new agile working methods and structures of communication and collaboration. Their regular "Coaching Circles" provide a platform for in-depth conversations and the exchange of innovative ideas for a forward-looking, agile working world.

First of all: Buzzwords explained simply!

Agile - it sounds dynamic, flexible, and if you engage with modern collaboration, leadership, and New Work, this word keeps cropping up. The term derives from the Latin agilis and means, according to Duden, something like: indicative of great mobility, lively, and nimble. In the corporate context, agile working is about taking new paths – boldly, quickly, and without fear of mistakes. Because mistakes are part of the process. They are not a blemish, but an opportunity to learn.

Agile working changes processes, breaks down rigid structures, and has a long-term impact on corporate culture. It follows the principle of "Trial & Error" – that is the courage to try – and approaches challenges step by step, iteratively and with a willingness to learn.

Agile values and principles – how it all began

The roots of agile thinking go back to February 2001. In a ski lodge in Utah, 17 IT specialists and software developers met – originally to ski together. But it turned out differently. Over that weekend, the so-called "Agile Manifesto for Software Development" was created.

The group indirectly referred to the AGIL scheme of sociologist Talcott Parsons from the 1950s. However, their purpose was different: They wanted to break free from entrenched processes and move towards a way of working that leaves more room – for personal responsibility, for flexibility, and for genuine teamwork. Less bureaucracy, more self-organization. That was their goal. Teams should be able to decide for themselves how they work – hence respond more quickly, better, and more motivated to changes.

Important insights from the Circle:

Being both empathetic and effective as a leader

• In the Circle, I discussed with three excellent conversation partners (Peter Wolter, Director Marketplace IT0; Felicitas van Bargen, Team Lead Content Production, Creation & Support; Dr. Yves Stalgies, Process Lead) from different perspectives, among other things, the topic of "Strategies for Leadership in Times of Crisis or Market Disruption". The aspects discussed included:

• How can leaders keep their teams stable and motivated despite external pressure? And:

• How can leaders manage the necessary change processes empathetically and effectively?

Thank you "Agile Groupies" for the insights into your everyday work

In this context, I once again gained deep insights into the challenges leaders face in their day-to-day hybrid and digital (collaborative) work; furthermore, many thought-provoking impulses that will continue to occupy me. Thank you "Agile Groupies" here

Author: Barbara Liebermeister