Was dem Taxigewerbe fehlt ...
▻https://www.scrum.org
... ist Agilität.
Unternehmen, Fahrer und Abläufe bleiben wie sie sind. Der Job ändert sich nicht, er wird nur stressiger. Business development, Innovation und Umsatzsteigerung finden nicht statt. Wer sich so verhält, verliert, geht unter, wird zum Opfer von beweglicheren Das muss nicht sein. Lernen wir von den aufstrebenden Unternehmen der Stadt.
Radical Agility: How Zalando Tech Became Berlin’s Hottest Workplace — Red Herring
▻https://www.redherring.com/features/radical-agility-zalando-tech-become-berlins-hottest-engineering-ticket
Risk is not something that comes naturally to German firms: it’s one reason why the country has required an entire branded movement to promote tech across its many successful industries. Radical Agility is what Zalando believes will help it move quickly and scale at the same time.
Zalando Technology introduces Radical Agility - YouTube
▻https://www.youtube.com/watch?v=O9iYHqj_qtc
Zalando is a platform. And we are growing fast, in people, ambition, and scope. We always have to fight against complexity, because accidental complexity slows us down: in how we organize, in how we communicate, in how we decide what to build, and in how we build it.
But essential complexity is a great strength. To many, we are masters of this complexity, daring to go where few have tried and all before us have failed. What we solve today for our brands is complexity. And solving this complexity for others is not simple; it is a daily struggle. Taming it remains a challenge, but is also a tremendous opportunity.
To effectively manage complexity requires autonomy. Providing people and teams with true autonomy allows them to open up their creativity and solve hard problems in original ways. Too much freedom works against creativity, but just the right degree of constraint unlocks everyone’s creative potential. To support autonomy we need a solid foundation. Autonomy must be supported by management. It must be supported by architecture. To be autonomous we must be armed with purpose. And to be truly great requires passion and the scope to achieve mastery. All these together, we call Radical Agility.
Radical Agility 101: Study Notes – Zalando Tech Blog
▻https://tech.zalando.com/blog/radical-agility-study-notes
Autonomy
Zalando Tech gives their teams Autonomy to leverage intrinsic motivation and work hard, to build great software that they can be proud of. Teams move in parallel making the big decisions needed to create great products, without having to ask permission for everything. This trust-based system depends on the peer review that happens within a team and allows for the exploration and use of whatever technologies and frameworks deemed necessary. This is the basis for the what behind our department.
Mastery
By outlining Mastery as a foundational pillar, we want to give our developers the best support we can to help them grow, and to provide a place where they’re able to achieve greatness. By allowing dedicated work hours to plan and curate their own Tour of Mastery, we believe Zalando engineers will be inspired every day to do what they do best, both for the business and their future careers. This is the basis for the how behind what we’re doing.
Purpose
Having a defined, clear Purpose gives our teams, as well as the entire organization, a point of focus. It allows us to be disciplined in how we think, to communicate broadly and concisely, to make the indicators for progress visible, and to focus as a group on the hard challenges ahead. Purpose inspires our engineers to understand the why behind the products that we’re building for Zalando, on top of measuring its success.
Radical Agility As A Business-Technology Principle
▻https://www.forbes.com/sites/adrianbridgwater/2016/04/04/radical-agility-as-a-business-technology-principle
The Agile manifesto was laid down in 2001 to detail the core principals of agility with a CAPS A describing how software (and, indeed, any project) could be built inside a delivery methodology that positively embraces change, early delivery and changing requirements.
Fast forward to 2016 and we find European e-commerce company Zalando trying to tell us that really, today, it’s all about Radical Agility with both a CAPS R and a CAPS A.
CAUTION: We know how easy it is to spin ‘puff & fluff’ and just how hard it is to actually coin a real legacy saying in the information technology industry — all you have to do it stick “what I like to call” in front of a quirky term and you’re off, so please beware.
Zalando SVP of tech Philipp Erler isn’t put off by this cautionary note; he claims that his team’s work inside the Radical Agile development methodology have assisted the company in increasing its revenue 34% to exceed £2.25 bn (US$ 3.20) between 2014 and 2015.
What is Radical Agility?
Radical Agility is a described as a software development methodology (that could ultimately, potentially, conceptually be applied to other business practices at a wider level of openness) where the business splits its developers into small autonomous teams that are free to use any programming language (outside of tech, that could be any workflow or operations system perhaps) or technology to create their code in, as long as they reach the stated goal.
Zalando – Arbeitsbedingungen, Arbeitnehmerrechte und Organisation
▻https://de.wikipedia.org/wiki/Zalando
Wo viel Licht ist, ist auch viel Schatten. Zalando funktioniert wie eine Zweiklassengesellschaft, in der eine Elite gut auf dem Rücken einer unterpriveligierten und überausgebeuteten Masse lebt.
Bis 2014 existierten bei Zalando keine unabhängigen Arbeitnehmervertretungen. Im August 2014 wählten die 1180 Angestellten in der Niederlassung Brieselang überhaupt erstmals einen Betriebsrat mit 15 Personen.[60] 2015 gründete Zalandoo selbst einen sechsköpfigen Europäischen Betriebsrat (SE) mit Sitz in Berlin für den gesamten Konzern. Vorsitzender ist der Manager das Skandinavien-Geschäft Michael Lindskog aus Schweden; sein Stellvertreter ist als Teamleiter aus dem Zalandoo-Logistikzentrum in Erfurt Dustin Köster. Aufgrund seines Statutes hat das Gremium lediglich Informations- und Anhörungsrechte für alles, was den Gesamtkonzern und grenzüberschreitende Fragen betrifft.
#Berlin #Wirtschaft #Taxi #Agilität
