Agile Organisationsentwicklung bei OSP

In this project, I designed the agile organizational development concept, adapted it to the specific context of OSP, and implemented it across the organization over several years. The core challenge was to enable the effective handling of company-wide topics in areas such as innovation, organizational design, collaboration, knowledge management, and customer orientation, beyond traditional project or line structures.

The resulting approach was inspired by agile principles—self-organization, transparency, voluntary participation, and iterative learning—but deliberately positioned as an organizational development model rather than a standard agile framework. A key element was a shared backlog where employees, managers, and executive leadership jointly contributed topics. These topics were addressed in three-month cycles by cross-functional, self-selected teams, creating space for ownership and collective problem-solving.

My role covered the conceptual design, the organizational rollout, and the ongoing facilitation as an Agile Coach and Trainer. This included moderating idea-generation and prioritization sessions, supporting sprint planning, reviews, and retrospectives, and facilitating large-group formats such as Open Space. The focus throughout was on establishing sustainable structures that balance autonomy with alignment, and that support continuous learning and collaboration at an organizational level.