Nordeck's Evolutionary Leap: Embracing unFIX for a Dynamic Future
Nordeck's story is not just about embracing a new framework or model; it's about a profound transformation from within.
Who let the dogs out?
When Jakob Hirn and Olaf Hermann were working together in quite a big “Corporate” company they tried pioneering “agile ways of workings”. But working together with 750 other engineers spread over different countries and using quite some digital tools was quite challenging. After a few years, they concluded that if only their teams were working “agile” it didn't make any sense. So their drive to work in a different way sparked a new adventure: Why not start for ourselves and build something from the ground up?
unFIXing a Swiss insurance company
The Swiss Re Group is one of the world's leading providers of reinsurance, insurance, and other forms of insurance-based risk transfer, working to make the world more resilient. The aim of the Swiss Re Group is to enable society to thrive and progress, creating new opportunities and solutions for its clients.
How to unFIX a University
Can a university be unfixed and to what extent does it make sense at all to regard it as an agile, dynamic organization?
Worldline’s unFIX Journey
Worldline is the leading payments company in Europe and they are also pioneering the way they work!
The Multiteaming Way: Organized Anarchy at a Startup Company
Multiteaming is a form of organized anarchy. A whole-team method for everything doesn't work for us. And one person per area also doesn't work. Multiteaming is a practical solution for now.
Don't implement frameworks; try some patterns.
Patterns, recipes, and practices are descriptions of observable forms or outcomes. They are not something to be implemented.
unFIX at VRT NU/VRT MAX (Case Study)
When working in an agile context, a lot of the unFIX patterns will probably feel very familiar. They make for a flexible toolkit that can be used to describe a wide variety of organization forms.
BBVA Next Technologies Unfixed (Case Study of a FinTech Unit)
I evaluated the current organizational structure of BBVA Next Technologies and what I found was organized chaos. And I mean that in the best possible way! 😁
Where Is the Customer? Everywhere!
If you choose to include customers in your picture, consider including all external stakeholders. The organization exists to offer a value exchange with all stakeholders, not only customers. Everyone expects to benefit from it.
Coolblue Unfixed (Case Study of a Scale-up)
How does a fast-growing scale-up organize its teams, management, and business units? What does it mean to have agility embedded in company culture? How can you make everything an experiment? Check out the Coolblue case study and learn what you can do to become the next two-billion euro scale-up.
Pipedrive Unfixed (Case Study of a Unicorn Company)
Fast-growing scale-ups don't use SAFe or LeSS because such agile frameworks are not agile enough. You don't become a unicorn company in 500 sprints.
The Ministry Group as a Versatile Organization (unFIX Case Study)
This article presents a case study of the Ministry Group in Hamburg, Germany, described in the language of unFIX.
Let’s Unfix Team Topologies
There are no conflicts between Team Topologies and unFIX. The minor differences are easily reconciled, and it’s easy to use both tools in parallel.
Let’s Unfix the Spotify Model
The Spotify model was described as a snapshot of what Spotify was doing ten years ago. It’s time to upgrade!
Let’s Unfix the Scaled Agile Framework (SAFe)
It is worth investigating how SAFe compares to unFIX. The question keeps coming up, so let's tackle it. What are the differences?
The unFIX Model
It is time for an alternative to SAFe, LeSS, Holacracy, Management 3.0, the Spotify model, and matrix organizations. We need something that takes flexibility to a new level, and that embraces hybrid working as the new normal. Here is my suggestion. I call it unFIX.
The unFIX Model for Versatile Organizations
The unFIX model as described here is ready for a future of dynamic reteaming, team topologies, and hybrid working. It allows a company to become a genuinely versatile organization.