Scrum process
A digital transformation can't simply be pulled out of thin air. How could it, when you don't even know what, how, and where to "transform"? Where's the best place to start?
Most of them are experts in their field. But when it comes to digitalization, many people get dizzy. All the terms like artificial intelligence, Internet of Things, Industry 4.0, smart factory, connectivity, global digital strategy, and all the other buzzwords.
Can digital transformation be initiated using traditional processes, and existing, long-successful business models simply adapted? What are the opportunities, and what are the risks that might lead to chaos and ultimately make things worse?
In addition to transformation and change management, proper project and product management is especially important.
Digital transformation is intended to improve processes. Here we present two management models: Kaizen and Six Sigma.
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Design Thinking is an approach designed to solve problems and develop new ideas. The goal is to find solutions that are compelling from the user's perspective. Unlike other innovation methods, Design Thinking is sometimes described not as a method or process, but as an approach based on three equally important principles: team, space, and process.
Design Thinking is based on the premise that problems can be solved more effectively when people from different disciplines collaborate in a creativity-enhancing environment, jointly develop a problem statement, consider people's needs and motivations, and then develop concepts that are tested multiple times. The process is modeled on the work of designers, which is understood as a combination of understanding, observation, ideation, refinement, execution, and learning.
Numerous international companies and organizations of all sizes use Design Thinking as a project, innovation, portfolio, and/or development methodology. SAP SE, in particular, uses Design Thinking as an approach for how its development units collaborate with customers and their end users. Other companies that apply Design Thinking include Swisscom, Deutsche Bank, Volkswagen, Deutsche Bahn, Siemens, Airbnb, Pinterest, and Francotyp-Postalia.
Thinking Hats – Six Thinking Hats is a creativity technique. It's a tool for group discussions and individual thinking. It includes six differently colored "hats." The parallel thinking associated with this method is intended to make thought processes, especially in groups, more efficient.
One starting point of the method is the assumption that the brain thinks in different ways, which can be consciously controlled and thus used at specific times in a discussion. It is assumed that communication difficulties arise when, for example, one person is expressing their feelings about something and another person then approaches the problem analytically.
The individual hats represent
- Blue: organizing, moderating thinking: overview of the processes ('Big Picture': the blue sky)
- white: analytical thinking: concentration on facts, requirements and how they can be achieved (objective: the blank page)
- Red: emotional thinking, perception: focus on feelings and opinions (subjective: fire and warmth)
- black: critical thinking: risk assessment, communicating problems, skepticism, criticism and fears (critical: pessimism, devil's advocate)
- Yellow: optimistic thinking: what is the best-case scenario (speculative: sunshine)
- Green: creative, associative thinking: new ideas, creativity (constructive: growth)
This methodology is based on parallel thinking. This means that when working on a task, all participants always wear the same colored hat and change hats together, thus thinking in parallel. In this way, conflicts are avoided while still taking all positions into account.
This method helps improve communication within a group.
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