Anaice Bode

The IT infrastructure department of the Federal Printing Office (Bundesdruckerei) with approximately 70 employees faced a comprehensive reorganization. The goal was to introduce agile working methods, establish new leadership roles, and improve collaboration across departmental boundaries – while maintaining ongoing operations.

I accompanied the entire change process with a focus on introducing Scrum and Kanban, building new team structures, and coaching new leaders. Together, we developed an understanding of roles for the new leadership logic, established agile routines, and worked intensively on team culture.

An established energy company faced the task of developing a new digital product world around renewable energies. The project structure was traditional, and collaboration between corporate departments and an acquired startup was sluggish – common goals, coordination, and trust were lacking.

The IT solutions used (corporate Azure, startup Jira) were incompatible, making it difficult to gain transparency on work progress.

I supported the development of an agile program structure with cross-functional teams. Together, we developed a clear team structure, working methods based on Scrum/Kanban, and a coordinated vision. I introduced formats for retrospectives and continuous improvement and coached leaders on how to live and promote agile principles.

Publicplan commissioned me as part of the OZG (Online Access Act) to support the agile transformation and scaling of the form processing area from 5 to 70 employees. The starting point was a lack of a common vision, heterogeneous structures, and uncertainty about agile working methods.

Together, we developed an agile vision and derived concrete fields of action. I supported the establishment of nine cross-functional teams and introduced Scrum and Kanban-based processes. In parallel, I coached teams and leaders on handling new roles and responsibilities.