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Vermeide Kosten durch unwirksame oder sogar schädliche Maßnahmen.",[],"Wissen, was funktioniert - und was nicht","2",[],{"_uid":1149,"head":1150,"cards":1168,"theme":124,"alignment":964,"component":667,"cards_per_row":668,"icon_position":669,"action_buttons":1372,"bordered_cards":81},"1208bcf2-d69f-45f3-adef-5bc80ec9d11e",[1151],{"_uid":1152,"kicker":1153,"headline":1154,"component":514,"subheadline":1161,"show_top_line":81},"fe9284dc-30af-423c-8fce-6fd6b2e26e13","Dein Werkzeugkasten für Discovery mit Wirkung",{"type":39,"content":1155},[1156],{"type":925,"attrs":1157,"content":1158},{"level":997,"textAlign":118},[1159],{"text":1160,"type":513},"Das bekommst du mit unserer Product Discovery Begleitung",{"type":39,"content":1162},[1163],{"type":42,"attrs":1164,"content":1165},{"textAlign":118},[1166],{"text":1167,"type":513},"Ob Jobs-to-be-Done Interviews, Design Sprints oder Early Validation: Wir begleiten dich dabei, die passenden Methoden für dein Team zu wählen – und direkt in die Anwendung zu bringen.",[1169,1197,1222,1247,1272,1297,1322,1347],{"tag":30,"_uid":1170,"icon":1171,"text":1173,"image":1193,"button":1195,"headline":1196,"component":548},"4838b3e3-19b5-459d-8133-333e775fb68e",{"id":118,"alt":118,"name":30,"focus":118,"title":118,"source":118,"filename":30,"copyright":118,"fieldtype":49,"meta_data":1172},{},{"type":39,"content":1174},[1175,1180],{"type":42,"attrs":1176,"content":1177},{"textAlign":118},[1178],{"text":1179,"type":513},"Überprüfe systematisch unterschiedliche Varianten deiner Online-Inhalte wie z.B. 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Abhängigkeiten zwischen den Kanälen sind jetzt sichtbar und planbar.","Personalisierung über alle Kanäle mit einem gemeinsamen Plan.","Lebensmittelhandel","pro Kanal als Startpunkt","3 Segmente",{"_uid":2094,"link":2095,"logo":2102,"text":2107,"client":2104,"service":65,"headline":2108,"industry":2109,"component":1946,"kpi_label":2110,"kpi_value":2111,"reading_time":1979},"7e0b3c5a-9d2f-4b8e-a1c6-e04f5d2b8a91",{"id":2096,"url":30,"linktype":31,"fieldtype":32,"cached_url":2097,"story":2098},"32656445-665d-4357-9ac8-dcd736831473","de/case-studies/case-study-eon-personalisierung",{"name":2099,"id":2100,"uuid":2096,"slug":2101,"url":2097,"full_slug":2097,"_stopResolving":81},"Case Study E.ON - Personalisierung",228348706549893,"case-study-eon-personalisierung",{"id":2103,"alt":2104,"name":30,"focus":30,"title":2104,"source":30,"filename":2105,"copyright":30,"fieldtype":49,"meta_data":2106,"is_external_url":51},23160222,"E.ON","https://a.storyblok.com/f/328018/255x128/eb2f094070/e-on.png",{},"Ein Assessment über neun Handlungsfelder und eine Bewertung von vier Journey-Streams zeigten, wo sich Personalisierung lohnt. Daraus entstand eine Roadmap in fünf Phasen.","Strom ist nicht einfach Strom.","Energie","statt einer Ansprache für alle","3 Kundentypen",{"_uid":2113,"link":2114,"text":2121,"client":2122,"service":2123,"headline":2124,"industry":1960,"component":1946,"kpi_label":2125,"kpi_value":2126,"anonymized":81,"reading_time":668},"d4f7b9c3-5e0a-4f4d-8b6c-8a1d3e9f0b04",{"id":2115,"url":30,"linktype":31,"fieldtype":32,"cached_url":2116,"story":2117},"9a609991-c24e-4d0c-9cde-2e33954180a4","de/case-studies/case-study-kampagnen-pretest",{"name":2118,"id":2119,"uuid":2115,"slug":2120,"url":2116,"full_slug":2116,"_stopResolving":81},"Case Study Kampagnen-Pretest Technikhändler (anonym)",228119354414932,"case-study-kampagnen-pretest","Motive und Botschaften einer großen Imagekampagne wurden vorab mit der Zielgruppe verglichen, auch zwischen Märkten.","Online-Händler für Technik","Online-Marketing","Erst im Panel testen, dann die Kampagne ausspielen.","Kaufinteresse durch das stärkere Motiv","+6,7 %",{"_uid":2128,"link":2129,"logo":2136,"text":2140,"client":1904,"service":2141,"headline":2142,"industry":273,"component":1946,"kpi_label":2143,"kpi_value":2144,"reading_time":2145},"62600d35-7c45-4074-be6b-f1479f6d96b0",{"id":2130,"url":30,"linktype":31,"fieldtype":32,"cached_url":2131,"story":2132},"c8945c95-2e71-4646-9aa0-6e7a2e874bda","de/innovation-management/design-sprints",{"name":2133,"id":2134,"uuid":2130,"slug":2135,"url":2131,"full_slug":2131,"_stopResolving":81},"Warum innovative Unternehmen mit regelmäßigen Design Sprints einfach bessere Resultate erzielen – am Beispiel von O₂ Telefónica",101810159444710,"design-sprints",{"id":2137,"alt":1904,"name":30,"focus":30,"title":1904,"source":30,"filename":2138,"copyright":30,"fieldtype":49,"meta_data":2139,"is_external_url":51},23160180,"https://a.storyblok.com/f/328018/255x128/31196989ae/telefonica-o2.png",{},"Alignment, Lösungsideen, Prototyp und User Lab in einem Sprint. Entschieden wird auf Basis von Beobachtung statt Meinung.","Design Sprints","In vier Tagen von der Idee zum Feedback echter Kunden.","vom Problem zum getesteten Prototyp","4 Tage","13",{"stories":2147,"total":4662},[2148,2847,3693],{"name":2149,"created_at":2150,"published_at":2151,"updated_at":2152,"id":2153,"uuid":2154,"content":2155,"slug":2831,"full_slug":2832,"sort_by_date":118,"position":2755,"tag_list":2837,"is_startpage":51,"parent_id":2843,"meta_data":118,"group_id":2844,"first_published_at":2845,"release_id":118,"lang":124,"path":118,"alternates":2846,"default_full_slug":118,"translated_slugs":118},"Warum nur der CPO die Effektivität von Produktteams sicherstellt (Agile Tretmühle Part III)","2025-10-15T16:20:05.411Z","2026-02-06T08:32:03.411Z","2026-02-06T08:32:03.432Z",101808559796730,"e453f659-597d-4d25-a786-867eede4fa69",{"seo":2156,"_uid":2158,"body":2159,"text":2157,"image":2722,"footer":30,"header":30,"authors":2725,"category":2727,"headline":2149,"component":2728,"categories":2729,"bottom_head":2811,"breadcrumbs":2812,"seo_noindex":51,"sidebar_cta":2833,"reading_time":2834,"seo_nofollow":51,"seo_canonical":30,"bottom_buttons":2835,"additional_slot":2836,"sidebar_cta_enabled":81,"sidebar_toc_enabled":81},{"title":2149,"plugin":912,"og_image":30,"og_title":2149,"description":2157,"twitter_image":30,"twitter_title":2149,"og_description":2157,"twitter_description":2157},"Welche Rolle ein Chief Product Officer einnehmen sollte und wie du ein Gespür für Kundenbedürfnisse auf C-Level etablierst.","9b6669a7-9d1b-428a-95d1-ed43b42d8146",[2160,2218,2277,2343,2355],{"_uid":2161,"text":2162,"component":1474},"874f033c-77c7-4819-ace4-05e0c910c540",{"type":39,"content":2163},[2164,2171,2182,2187,2192,2199],{"type":42,"attrs":2165,"content":2166},{"textAlign":118},[2167],{"text":2168,"type":513,"marks":2169},"Und plötzlich wurde alles anders.",[2170],{"type":933},{"type":2172,"content":2173},"blockquote",[2174],{"type":42,"attrs":2175,"content":2176},{"textAlign":118},[2177],{"text":2178,"type":513,"marks":2179},"“Wir führen jetzt Scrum ein und dazu passen keine abgetrennten Büros mehr!”",[2180],{"type":2181},"italic",{"type":42,"attrs":2183,"content":2184},{"textAlign":118},[2185],{"text":2186,"type":513},"So hart bin ich vor einigen Jahren selbst in die agile Welt eingeführt worden – Schwierigkeiten vorprogrammiert.",{"type":42,"attrs":2188,"content":2189},{"textAlign":118},[2190],{"text":2191,"type":513},"Wenn Unternehmensmaßnahmen auf mangelnde Vorkenntnisse zu Scrum und unterschiedliche Generationen an Mitarbeitern treffen, birgt das eben immer Konfliktpotenzial.",{"type":42,"attrs":2193,"content":2194},{"textAlign":118},[2195],{"text":2196,"type":513,"marks":2197},"In diesem Beitrag teile ich daher einen Einblick in das Scrum-Framework und:",[2198],{"type":933},{"type":2200,"attrs":2201,"content":2202},"ordered_list",{"order":927},[2203,2211],{"type":2204,"content":2205},"list_item",[2206],{"type":42,"attrs":2207,"content":2208},{"textAlign":118},[2209],{"text":2210,"type":513},"warum es wichtig ist, die Komponente CPO (Chief Product Officer) einzublenden,",{"type":2204,"content":2212},[2213],{"type":42,"attrs":2214,"content":2215},{"textAlign":118},[2216],{"text":2217,"type":513},"warum in deutschen Vorständen ein Gespür für Kundenbedürfnisse etabliert werden muss",{"_uid":2219,"icon":30,"text":2220,"image":2272,"theme":981,"component":2274,"action_buttons":2275,"image_position":2276},"6919f8d8-e9ef-4d17-be52-52c58d65337a",{"type":39,"content":2221},[2222,2229,2249,2267],{"type":42,"attrs":2223,"content":2224},{"textAlign":118},[2225],{"text":2226,"type":513,"marks":2227},"Hinweis: Dies ist der dritte Beitrag zur Serie “agile Produktentwicklung”.",[2228],{"type":933},{"type":42,"attrs":2230,"content":2231},{"textAlign":118},[2232,2234,2248],{"text":2233,"type":513},"Beitrag 1 beschreibt ",{"text":2235,"type":513,"marks":2236},"die strategische Ebene – Finde heraus, warum agile Teams in einer Tretmühle stecken bzw. wie du interne Hürden besser erkennst",[2237],{"type":2238,"attrs":2239},"link",{"href":2240,"uuid":2241,"anchor":118,"target":2242,"linktype":31,"story":2243},"/de/product-development/probleme-agile-produktteams","2f9964d6-1f60-48f5-b4d6-d39f45b5d842","_self",{"name":2244,"id":2245,"uuid":2241,"slug":2246,"url":2247,"full_slug":2247,"_stopResolving":81},"Agile Tretmühle: Warum fehlende Effektivität in Agilen Produktteams das Unternehmenswachstum bremst (Part I)",101808535122423,"probleme-agile-produktteams","de/product-development/probleme-agile-produktteams",{"text":1473,"type":513},{"type":42,"attrs":2250,"content":2251},{"textAlign":118},[2252,2254,2266],{"text":2253,"type":513},"Beitrag 2 ",{"text":2255,"type":513,"marks":2256},"zeigt dir Lösungswege, wie du für mehr Effektivität in agilen Produktteams sorgst",[2257],{"type":2238,"attrs":2258},{"href":2259,"uuid":2260,"anchor":118,"target":2242,"linktype":31,"story":2261},"/de/product-development/tipps-agile-produktteams","5df0fe71-b0b9-4c10-aa79-f9d1f6ed64d3",{"name":2262,"id":2263,"uuid":2260,"slug":2264,"url":2265,"full_slug":2265,"_stopResolving":81},"Agile Tretmühle: 5 Lösungsfelder für mehr Effektivität in agilen Produktteams (Part II)",101808542015992,"tipps-agile-produktteams","de/product-development/tipps-agile-produktteams",{"text":1473,"type":513},{"type":42,"attrs":2268,"content":2269},{"textAlign":118},[2270],{"text":2271,"type":513},"Beitrag 3 ist ein Scrum-Reality-Check: Welche Rolle sollte ein Chief Product Officer im Unternehmen einnehmen und wie etablierst du ein Gespür für Kundenbedürfnisse auf C-Level?",{"id":118,"alt":118,"name":30,"focus":118,"title":118,"source":118,"filename":30,"copyright":118,"fieldtype":49,"meta_data":2273},{},"richtext-callout",[],"side",{"_uid":2278,"text":2279,"component":1474},"6abaf3a1-2562-4290-887b-8b189a862b23",{"type":39,"content":2280},[2281,2286,2291,2296,2301,2306,2315,2325,2330],{"type":925,"attrs":2282,"content":2283},{"level":997,"textAlign":118},[2284],{"text":2285,"type":513},"Scrum-Reality-Check: Theorie vs Praxis",{"type":42,"attrs":2287,"content":2288},{"textAlign":118},[2289],{"text":2290,"type":513},"Das heiß geliebte Büro, eine Oase und auch ein bisschen Status musste also weichen, aber ok.",{"type":42,"attrs":2292,"content":2293},{"textAlign":118},[2294],{"text":2295,"type":513},"Erst wurden “Wände eingerissen” und dann Trennwände mit Akustikisolierung an Tischgruppen installiert.",{"type":42,"attrs":2297,"content":2298},{"textAlign":118},[2299],{"text":2300,"type":513},"Nach großen Anlaufschwierigkeiten und vielem selbst googlen (damals mit noch wesentlich weniger Inhalten zu dem Thema als heute), freundeten wir uns mit dem an was da “eingeführt” wurde.",{"type":42,"attrs":2302,"content":2303},{"textAlign":118},[2304],{"text":2305,"type":513},"Die Euphoriephase fand leider ein jähes Ende, als die Backlogs immer voller und die Business Cases immer optimistischer gerechnet wurden.",{"type":2172,"content":2307},[2308],{"type":42,"attrs":2309,"content":2310},{"textAlign":118},[2311],{"text":2312,"type":513,"marks":2313},"“Viele haben vor Scrum nie gelernt so frei und selbstbestimmt zu arbeiten. Ziele müssen vorgegeben, aber der Weg diese bestmöglich zu erreichen muss selbst gefunden werden.”",[2314],{"type":2181},{"type":42,"attrs":2316,"content":2317},{"textAlign":118},[2318,2323],{"type":2319,"attrs":2320},"image",{"id":118,"alt":118,"src":2321,"title":118,"source":30,"copyright":30,"meta_data":2322},"https://storage.googleapis.com/kk-website-assets/U4706dQr_rainer-gibbert-produktbezogen-starfinanz.png",{"alt":118,"title":118,"source":30,"copyright":30},{"text":2324,"type":513},"Rainer Gibbert – Leitung Privatkunden starfinanz, Gründer und Autor produktbezogen",{"type":42,"attrs":2326,"content":2327},{"textAlign":118},[2328],{"text":2329,"type":513},"Das Management fing somit wieder stärker an zu steuern und erteilte genaue Vorgaben. Der Flow und auch das Selbstmarketing des Teams waren nicht mehr da. Reviews fanden kaum bis gar nicht statt und die Teilnahme von Stakeholdern war dürftig. Es war nicht so richtig klar, worauf wir wirklich hinarbeiten sollten – das Ziel fehlte.",{"type":42,"attrs":2331,"content":2332},{"textAlign":118},[2333,2335,2341],{"text":2334,"type":513},"Im ",{"text":2336,"type":513,"marks":2337},"Status Quo Agile 2020",[2338],{"type":2238,"attrs":2339},{"href":2340,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.process-and-project.net/studien/studien-anfordern/studie-status-quo-scaled-agile-2020-de-anfordern/",{"text":2342,"type":513},", eine Studie, die von der Hochschule Koblenz durchgeführt wird, ist ein Problem noch immer sehr deutlich. Die TOP-Gründe gegen die Verwendung agiler Methoden sind Interne Prozesse/Rahmenbedingungen, Know-how und das Top-Management bzw. Unternehmensvorgaben zur Methodik”.",{"_uid":2344,"image":2345,"caption":2349,"component":1516},"3376ee9b-0f14-4afb-b74d-9f611b654f26",{"alt":2346,"src":2347,"name":30,"focus":30,"title":118,"source":30,"filename":2347,"copyright":30,"fieldtype":49,"meta_data":2348,"is_external_url":81},"Balkendiagramm mit Gründen gegen Agile Ansätze","https://storage.googleapis.com/kk-website-assets/3FX8rD6g_status-quo-agile-2020-gruende-gegen-verwendung-management-chief-product-officer-e1597830850328.png",{"alt":2346,"title":118,"source":30,"copyright":30},{"type":39,"content":2350},[2351],{"type":42,"content":2352},[2353],{"text":2354,"type":513},"Abb. Gründe gegen die Verwendung agiler Ansätze –",{"_uid":2356,"text":2357,"component":1474},"45ac8fe1-e45d-4ad8-a49c-36d9f19c0d5c",{"type":39,"content":2358},[2359,2363,2367,2371,2375,2379,2385,2393,2397,2403,2430,2434,2438,2444,2477,2481,2485,2490,2494,2498,2502,2506,2514,2523,2527,2533,2576,2580,2584,2589,2593,2600,2604,2608,2620,2624,2652,2656,2660,2665,2673,2677,2681,2687,2714,2718],{"type":42,"content":2360},[2361],{"text":2362,"type":513},"Es gibt natürlich mehrere Ansatzpunkte und Blickwinkel um diese Herausforderungen zu lösen.",{"type":42,"content":2364},[2365],{"text":2366,"type":513},"Ausschließlich das Management für diese Sackgasse verantwortlich zu machen, wäre sehr einfach und vorschnell gedacht.",{"type":42,"content":2368},[2369],{"text":2370,"type":513},"Es ist eine Wechselwirkung.",{"type":42,"content":2372},[2373],{"text":2374,"type":513},"Produktteams als auch Management haben darauf Einfluss und tragen Verantwortung, wenn es mit Scrum nicht so anläuft wie gedacht. In dieser Wechselwirkung fehlt es häufig an Kommunikation und einem einheitlichen Verständnis.",{"type":42,"content":2376},[2377],{"text":2378,"type":513},"Oftmals führen falsche Erwartungshaltungen und eine schlechte Anpassung an die eigenen Anforderungen zum Scrum-Frust. Theorie und Praxis driften anschließend weit auseinander.",{"type":42,"content":2380},[2381],{"text":2382,"type":513,"marks":2383},"Wie wir im Team und in der Theorie Scrum definierten:",[2384],{"type":933},{"type":2172,"content":2386},[2387],{"type":42,"content":2388},[2389],{"text":2390,"type":513,"marks":2391},"“Mit Scrum erschafft unser Team Stück für Stück ein potenziell nutzbares Produkt. So wird ein kontinuierlicher Fortschritt erreicht und Anforderungsänderungen fließen kontrolliert in Projekte ein.”",[2392],{"type":2181},{"type":42,"content":2394},[2395],{"text":2396,"type":513},"Das Team sollte mitentscheiden dürfen, Verantwortung tragen und vor allem sollten Entscheidungen und Umsetzungskraft deutlich schneller werden. Das klang alles wirklich gut.",{"type":42,"content":2398},[2399],{"text":2400,"type":513,"marks":2401},"Weitere Scrum-Vorteile, die wir auch für uns identifizierten:",[2402],{"type":933},{"type":2200,"attrs":2404,"content":2405},{"order":927,"tight":51},[2406,2412,2418,2424],{"type":2204,"content":2407},[2408],{"type":42,"content":2409},[2410],{"text":2411,"type":513},"Wir würden als Team einen echten Wertbeitrag leisten, den das Management erkennen und verstehen kann.",{"type":2204,"content":2413},[2414],{"type":42,"content":2415},[2416],{"text":2417,"type":513},"Wir würden mit dem Management zusammenarbeiten und gemeinsame Ziele erreichen.",{"type":2204,"content":2419},[2420],{"type":42,"content":2421},[2422],{"text":2423,"type":513},"Wir würden das Gespür für die echten Kundenbedürfnisse ausleben und nicht einzelnen KPIs für die jeweiligen Teams hinterherjagen.",{"type":2204,"content":2425},[2426],{"type":42,"content":2427},[2428],{"text":2429,"type":513},"Der Graben und das Gefühl von “die da oben” und “wir da unten” würde der Vergangenheit angehören.",{"type":42,"content":2431},[2432],{"text":2433,"type":513},"Anschließend war es jedoch zur Normalität geworden, bei der Sprint-Planung und in den Priorisierungsrunden immer neue Themen in den Sprint “gedrückt” zu bekommen.",{"type":42,"content":2435},[2436],{"text":2437,"type":513},"Was war passiert?",{"type":42,"content":2439},[2440],{"text":2441,"type":513,"marks":2442},"Wie sich Scrum im Alltag anfühlte:",[2443],{"type":933},{"type":2200,"attrs":2445,"content":2446},{"order":927,"tight":51},[2447,2453,2459,2465,2471],{"type":2204,"content":2448},[2449],{"type":42,"content":2450},[2451],{"text":2452,"type":513},"Der Wertbeitrag war nicht sichtbar.",{"type":2204,"content":2454},[2455],{"type":42,"content":2456},[2457],{"text":2458,"type":513},"Jeder arbeitete bzw. kämpfte für seine KPI und setzte Wünsche oder Promo-Aktionen “von oben” um.",{"type":2204,"content":2460},[2461],{"type":42,"content":2462},[2463],{"text":2464,"type":513},"Die Zusammenarbeit unter den Teams fand nicht wie erhofft statt.",{"type":2204,"content":2466},[2467],{"type":42,"content":2468},[2469],{"text":2470,"type":513},"Wir hatten keine Zeit mehr uns mit Kundenbedürfnissen und echten Nutzerproblemen zu beschäftigen.",{"type":2204,"content":2472},[2473],{"type":42,"content":2474},[2475],{"text":2476,"type":513},"Wir arbeiteten nun autark, was sich vor allem darin zeigte, dass wir uns mit möglichst wenig Leuten abstimmen wollten und Silos entstanden.",{"type":42,"content":2478},[2479],{"text":2480,"type":513},"Das Ergebnis: keine Erfolge, nur Arbeit: wir produzierten ganz klar Output, aber ehrlicherweise zu wenig Outcome, mit Folgen.",{"type":42,"content":2482},[2483],{"text":2484,"type":513},"Der Frust ließ also nicht lange auf sich warten. Scrum als Methode zu hinterfragen natürlich auch nicht.",{"type":925,"attrs":2486,"content":2487},{"level":997},[2488],{"text":2489,"type":513},"Scrum-Frust im Alltag: Wenn das Wissen um kundenzentrierte Geschäftsmodelle im C-Level fehlt",{"type":42,"content":2491},[2492],{"text":2493,"type":513},"Nach meiner offiziellen Schulung und Zertifizierung zum Scrum Master, konnte ich mir eingestehen, dass der Scrum-Frust nicht berechtigt gewesen ist.",{"type":42,"content":2495},[2496],{"text":2497,"type":513},"Scrum ist eben “nur” ein Framework, welches ich erfreulicherweise auf meine Situation und Bedarf anpassen kann und muss. Es soll dabei helfen, wie wir etwas machen, und sagt erstmal nichts über den Inhalt aus.",{"type":42,"content":2499},[2500],{"text":2501,"type":513},"Was nützt das Probieren von zig Techniken, wie ich meinen Backlog priorisiere, wenn anschließend immer davon ausgegangen wird, dass sowieso die richtigen Themen dort drin stehen?",{"type":42,"content":2503},[2504],{"text":2505,"type":513},"Aus dem Management begegnen wir hier zuweilen einem starken Ohnmachtsgefühl oder das genaue Gegenteil – einer Rückkehr zu einengenden Vorgaben und einer harten KPI-Steuerung.",{"type":2172,"content":2507},[2508],{"type":42,"content":2509},[2510],{"text":2511,"type":513,"marks":2512},"“Wenn im Leadership keine Leute sitzen, die Scrum in der Tiefe verstanden haben, dann ist es ungleich schwerer es zu etablieren.”",[2513],{"type":2181},{"type":42,"content":2515},[2516,2521],{"type":2319,"attrs":2517},{"alt":2518,"src":2519,"name":30,"focus":30,"title":118,"source":30,"filename":2519,"copyright":30,"fieldtype":49,"meta_data":2520,"is_external_url":81},"Timo Bolse Head of Product consumer and new business ebay","https://storage.googleapis.com/kk-website-assets/f8aGJO49_timo-bolse-head-of-product-consumer-and-new-business-ebay.png",{"alt":2518,"title":118,"source":30,"copyright":30},{"text":2522,"type":513},"Timo Bolse, Head of Product Consumer and New Business, ebay",{"type":42,"content":2524},[2525],{"text":2526,"type":513},"Um aus dieser Mühle rauszukommen und ein Signal in Richtung Teams zu senden, ist es erstmal wichtig sich zu fragen, ob denn überhaupt jemand in der Geschäftsführung aus der aktiven Produktorganisation kommt und wie man die Arbeitsweisen und Resultate verbessert.",{"type":42,"content":2528},[2529],{"text":2530,"type":513,"marks":2531},"Kennst du diese Aussagen und Gedanken?",[2532],{"type":933},{"type":2200,"attrs":2534,"content":2535},{"order":927,"tight":51},[2536,2544,2552,2560,2568],{"type":2204,"content":2537},[2538],{"type":42,"content":2539},[2540],{"text":2541,"type":513,"marks":2542},"Ich weiß nicht so richtig woran die Teams arbeiten. Ich muss die machen lassen, Scrum sagt das ja so.",[2543],{"type":2181},{"type":2204,"content":2545},[2546],{"type":42,"content":2547},[2548],{"text":2549,"type":513,"marks":2550},"Zu Reviews gehe ich nicht. Ich habe keine Zeit dafür und die Inhalte sind meistens nicht interessant für mich.",[2551],{"type":2181},{"type":2204,"content":2553},[2554],{"type":42,"content":2555},[2556],{"text":2557,"type":513,"marks":2558},"Das habe ich in einem Vortrag letztens gesehen, dass sollten wir sofort umsetzen.",[2559],{"type":2181},{"type":2204,"content":2561},[2562],{"type":42,"content":2563},[2564],{"text":2565,"type":513,"marks":2566},"Wir benötigen klare Zahlen, der Vorstand hat gesagt, es müssen neue Entscheidungen zu Team-Steuerung getroffen werden.",[2567],{"type":2181},{"type":2204,"content":2569},[2570],{"type":42,"content":2571},[2572],{"text":2573,"type":513,"marks":2574},"Das Produkt muss irgendwie “kundenzentrierter” werden.",[2575],{"type":2181},{"type":42,"content":2577},[2578],{"text":2579,"type":513},"Diese Aussagen fühlen sich bestimmt sehr unbefriedigend an und gefühlt kommt man aus diesem Dilemma gar nicht raus.",{"type":42,"content":2581},[2582],{"text":2583,"type":513},"Aber es gibt eine Rolle, die diese Hürden und Probleme intern löst: der Chief Product Officer.",{"type":925,"attrs":2585,"content":2586},{"level":997},[2587],{"text":2588,"type":513},"Product & Management-Skills verknüpfen: Was der Chief Product Officer bringt",{"type":42,"content":2590},[2591],{"text":2592,"type":513},"Wie man diese Position bezeichnet, wird natürlich von der Unternehmensgröße und weiteren Strukturen abhängen.",{"type":42,"content":2594},[2595,2597,2598],{"text":2596,"type":513},"Eine mögliche Option ist beispielsweise “Chief Product Officer”.\u2028\u2028 Ganz konkret wäre seine Aufgabe ein abstraktes Leitbild vorzugeben und damit eine der Lücken zu füllen, die Scrum bewusst freigelassen hat um individuelle Lösungen zu ermöglichen.",{"type":1190},{"text":2599,"type":513},"Wir müssen jemanden haben der das gesamte Produkt im Blick hat und nicht nur ein Chapter. Eine Rolle, die nicht “nur steuert”, sondern das Produkt wirklich weiterentwickelt und im besten Fall aus der Praxis weiß, wie dies funktioniert.",{"type":42,"content":2601},[2602],{"text":2603,"type":513},"Eine Position, die neue Ansätze und Entscheidungen auf Managementebene auch vertreten kann und gleichzeitig in der Lage ist, die Messung des Wertbeitrags der Produktteams zu verändern.",{"type":42,"content":2605},[2606],{"text":2607,"type":513},"Ein echter Kommunikator, der das Team wieder in eine gemeinsame Richtung blicken lässt, der Raum für die Ideation Phase gibt, um zu verstehen, was der Kunde/Markt wirklich will und benötigt.",{"type":42,"content":2609},[2610,2612,2618],{"text":2611,"type":513},"Eine ",{"text":2613,"type":513,"marks":2614},"Rolle, die über den gesamten Product Teams",[2615],{"type":2238,"attrs":2616},{"href":2617,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.springerprofessional.de/innovationsmanagement/produktentwicklung/was-fuer-einen-chief-product-officer-spricht/17257414",{"text":2619,"type":513}," steht und direkten Kontakt zur Geschäftsführung hat, im besten Fall sogar Teil der GF ist, und nicht “nur” ein “HEAD of”.",{"type":42,"content":2621},[2622],{"text":2623,"type":513},"Besonders diese Kombination aus Produkt- und Managementskills, gepaart mit einer motivierenden Persönlichkeit ergeben gleich mehrere Vorteile:",{"type":2625,"attrs":2626,"content":2627},"bullet_list",{"tight":51},[2628,2634,2640,2646],{"type":2204,"content":2629},[2630],{"type":42,"content":2631},[2632],{"text":2633,"type":513},"Ich habe einen klaren Verantwortlichen",{"type":2204,"content":2635},[2636],{"type":42,"content":2637},[2638],{"text":2639,"type":513},"Eine Ownership mit Fokus auf das Ziel",{"type":2204,"content":2641},[2642],{"type":42,"content":2643},[2644],{"text":2645,"type":513},"Einen klaren Ansprechpartner",{"type":2204,"content":2647},[2648],{"type":42,"content":2649},[2650],{"text":2651,"type":513},"Einen Stellvertreter im Management und der damit verbunden Umsetzungskraft – auch für Veränderungen",{"type":42,"content":2653},[2654],{"text":2655,"type":513},"Der CPO gibt das Fernziel vor, das erreicht werden soll und aus der die Product Owner nach dem Pull-Prinzip die Arbeit der Teams ableiten können. Denn wie oben beschrieben, müssen vor allem bei mehreren Scrum-Teams Fernziele klar sein, damit alle in die gleiche Richtung blicken und so auch zusammenarbeiten.",{"type":42,"content":2657},[2658],{"text":2659,"type":513},"Diese Konstellation ist im Rahmen des Frameworks zulässig, da die Vision zwar erwähnt wird, aber nicht festgelegt ist, wer ihr Owner ist.",{"type":925,"attrs":2661,"content":2662},{"level":997},[2663],{"text":2664,"type":513},"Scrum Erfolgsfaktoren: Wo stehst du wirklich?",{"type":2172,"content":2666},[2667],{"type":42,"content":2668},[2669],{"text":2670,"type":513,"marks":2671},"“Wer hat bei uns das gesamte Produkt im Blick?”",[2672],{"type":2181},{"type":42,"content":2674},[2675],{"text":2676,"type":513},"Wenn wir die Steuerung und Zusammenarbeit der Teams nicht ändern, kocht jeder sein eigenes Süppchen und wir kommen nicht weiter. Wir werden immer wieder neue Arbeitsweisen ausprobieren, aber wenig die Inhalte unserer Arbeit hinterfragen.",{"type":42,"content":2678},[2679],{"text":2680,"type":513},"Die Teams würden immer autarker und dies vor allem bezogen auf die Richtung in die sie blicken. Themen die über viele Chapter hinweg umgesetzt werden müssten, werden fast unmöglich. Die Kommunikation unter den Teams würde weiter leiden und damit vor allem das Lernen von und miteinander.",{"type":42,"content":2682},[2683],{"text":2684,"type":513,"marks":2685},"Wo stehst du wirklich:",[2686],{"type":933},{"type":2200,"attrs":2688,"content":2689},{"order":927,"tight":51},[2690,2696,2702,2708],{"type":2204,"content":2691},[2692],{"type":42,"content":2693},[2694],{"text":2695,"type":513},"Werden deine Kunde gefragt, was sie wirklich brauchen bzw, welche Nutzerprobleme sie haben?",{"type":2204,"content":2697},[2698],{"type":42,"content":2699},[2700],{"text":2701,"type":513},"Ist das Produkt selbst bis in die Geschäftsführung vertreten?",{"type":2204,"content":2703},[2704],{"type":42,"content":2705},[2706],{"text":2707,"type":513},"Wird diese Executive Vision mit der praktischen Arbeit an der Basis verknüpft?",{"type":2204,"content":2709},[2710],{"type":42,"content":2711},[2712],{"text":2713,"type":513},"Findet echte Kommunikation statt oder prallen Generationen und Arbeitsstile aufeinander?",{"type":42,"content":2715},[2716],{"text":2717,"type":513},"Im nächsten Blogpost werde ich nochmal auf das Thema Wechselwirkung von Produktteams und Management eingehen. Da du jetzt gelesen hast, wie die Veränderung vom Management ausgehen kann, schauen wir uns nächstes Mal an, welche Maßnahmen dein Produktteam einsetzen kann.",{"type":42,"content":2719},[2720],{"text":2721,"type":513},"Was sind deine Erfahrungen in der Steuerung der Produktteams? 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(Reifegrad)","Scrum",101806552944267,"cdc2c722-b589-49ab-9e50-6a734e7a0ecb","2020-08-20T12:14:13.000Z",[],{"name":2262,"created_at":2848,"published_at":2849,"updated_at":2850,"id":2263,"uuid":2260,"content":2851,"slug":2264,"full_slug":2265,"sort_by_date":118,"position":3687,"tag_list":3688,"is_startpage":51,"parent_id":2843,"meta_data":118,"group_id":3690,"first_published_at":3691,"release_id":118,"lang":124,"path":118,"alternates":3692,"default_full_slug":118,"translated_slugs":118},"2025-10-15T16:20:01.070Z","2026-02-18T14:10:16.137Z","2026-02-18T14:10:16.163Z",{"seo":2852,"_uid":2854,"body":2855,"text":3642,"image":3643,"footer":30,"header":30,"authors":3646,"category":2727,"headline":2262,"component":2728,"categories":3648,"bottom_head":3669,"breadcrumbs":3670,"seo_noindex":51,"sidebar_cta":3683,"reading_time":3684,"seo_nofollow":51,"seo_canonical":30,"bottom_buttons":3685,"additional_slot":3686,"sidebar_cta_enabled":81,"sidebar_toc_enabled":81},{"title":2262,"plugin":912,"og_image":30,"og_title":2262,"description":2853,"twitter_image":30,"twitter_title":2262,"og_description":2853,"twitter_description":2853},"Teil 2 der Agile Blogpost-Serie zeigt 5 Hebel auf, um agile Produktteams besser zu organisieren und für mehr Effektivität zu sorgen.","aca66f2e-9e27-4e35-8b53-ed4ddc45f16a",[2856,3084,3092,3331,3343,3438,3450],{"_uid":2857,"text":2858,"component":1474},"477506ce-1646-488f-b7ed-c60d09a973d9",{"type":39,"content":2859},[2860,2872,2877,2882,2887,2892,2933,2938,2947,2957,2962,2967,2977,2982,2987,2992,2997,3002,3007,3012,3017,3026,3036,3041,3046,3051,3056,3061,3066,3071],{"type":42,"attrs":2861,"content":2862},{"textAlign":118},[2863,2865,2871],{"text":2864,"type":513},"“Stell’ dir vor, du sitzt in einer agilen Falle und merkst es nicht. ”, ungefähr so begannen meine Worte ",{"text":2866,"type":513,"marks":2867},"im ersten Beitrag unserer Serie “Agile Produktentwicklung”",[2868],{"type":2238,"attrs":2869},{"href":2240,"uuid":2241,"anchor":118,"target":2242,"linktype":31,"story":2870},{"name":2244,"id":2245,"uuid":2241,"slug":2246,"url":2247,"full_slug":2247,"_stopResolving":81},{"text":1473,"type":513},{"type":42,"attrs":2873,"content":2874},{"textAlign":118},[2875],{"text":2876,"type":513},"Wir schauten uns an, warum agile Teams in einem Hamsterrad stecken und wie du auf strategischer Ebene interne Hürden aufdecken und angehen kannst.",{"type":42,"attrs":2878,"content":2879},{"textAlign":118},[2880],{"text":2881,"type":513},"In diesem Beitrag wollen wir nun die richtigen Hebel für mehr Effektivität in agilen Produktteams finden.",{"type":42,"attrs":2883,"content":2884},{"textAlign":118},[2885],{"text":2886,"type":513},"Damit du ein möglichst breites Spektrum an Ideen für deinen Alltag erhältst, findest du auch in diesem Beitrag zusätzliche Inhalte aus meinen vergangenen Gesprächen mit Product Management Coaches, dem CDO der Klingel Gruppe sowie dem Vice President Product von auxmoney.",{"type":42,"attrs":2888,"content":2889},{"textAlign":118},[2890],{"text":2891,"type":513},"Vielleicht hast du weitere Beobachtungen aus der Praxis – dann bereichere diesen Artikel gerne mit einem Kommentar.",{"type":42,"attrs":2893,"content":2894},{"textAlign":118},[2895,2899,2900,2904,2905,2911,2912,2916,2918,2919,2923,2924,2931],{"text":2896,"type":513,"marks":2897},"Hinweis: Dies ist der zweite Beitrag zur Serie “agile Produktentwicklung”.",[2898],{"type":933},{"type":1190},{"text":2901,"type":513,"marks":2902},"Beitrag 1:",[2903],{"type":933},{"text":1188,"type":513},{"text":2906,"type":513,"marks":2907},"Die strategische Ebene – finde heraus, warum agile Teams in einer Tretmühle stecken bzw. wie du interne Hürden besser erkennst.",[2908],{"type":2238,"attrs":2909},{"href":2240,"uuid":2241,"anchor":118,"target":2242,"linktype":31,"story":2910},{"name":2244,"id":2245,"uuid":2241,"slug":2246,"url":2247,"full_slug":2247,"_stopResolving":81},{"type":1190},{"text":2913,"type":513,"marks":2914},"Beitrag 2:",[2915],{"type":933},{"text":2917,"type":513}," Zeigt dir Lösungswege, wie du für mehr Effektivität in agilen Produktteams sorgst.",{"type":1190},{"text":2920,"type":513,"marks":2921},"Beitrag 3:",[2922],{"type":933},{"text":1188,"type":513},{"text":2925,"type":513,"marks":2926},"Scrum-Reality-Check: Welche Rolle ein Chief Product Officer im Unternehmen einnehmen sollte",[2927],{"type":2238,"attrs":2928},{"href":2929,"uuid":2154,"anchor":118,"target":2242,"linktype":31,"story":2930},"/de/product-development/chief-product-officer",{"name":2149,"id":2153,"uuid":2154,"slug":2831,"url":2832,"full_slug":2832,"_stopResolving":81},{"text":2932,"type":513}," und wie du ein Gespür für Kundenbedürfnisse auf C-Level-Ebene etablierst.",{"type":925,"attrs":2934,"content":2935},{"level":997,"textAlign":118},[2936],{"text":2937,"type":513},"Die fünf Kernproblemfelder (Hypothesen) denen agile Produktteams ausgesetzt sind",{"type":2172,"content":2939},[2940],{"type":42,"attrs":2941,"content":2942},{"textAlign":118},[2943],{"text":2944,"type":513,"marks":2945},"“Die agilen Methoden sind nicht verkehrt, sondern die Art, wie sie im Unternehmen eingesetzt werden. Das Problem beginnt mit den falschen Zielen.”",[2946],{"type":2181},{"type":42,"attrs":2948,"content":2949},{"textAlign":118},[2950,2955],{"type":2319,"attrs":2951},{"id":118,"alt":2952,"src":2953,"title":118,"source":30,"copyright":30,"meta_data":2954},"Tim Herbig Managemen Coach","https://storage.googleapis.com/kk-website-assets/o6jBZwPF_tim-herbig-management-coach-autor-speaker.png",{"alt":2952,"title":118,"source":30,"copyright":30},{"text":2956,"type":513},"Tim Herbig – Product Management Coach, Autor und Speaker",{"type":925,"attrs":2958,"content":2959},{"level":997,"textAlign":118},[2960],{"text":2961,"type":513},"1. Das Management- und Ziel-Dilemma",{"type":925,"attrs":2963,"content":2964},{"level":1442,"textAlign":118},[2965],{"text":2966,"type":513},"Du bist Produktmanager, Product Owner, Scrum Master oder ein anderes Mitglied eines agilen Produktteams?",{"type":42,"attrs":2968,"content":2969},{"textAlign":118},[2970,2972,2976],{"text":2971,"type":513},"Ich versuche jetzt bewusst ein wenig zu polarisieren: Wenn dich der nachfolgende Text ärgert, habe ich eventuell einen Nerv getroffen. Ich sage es aber mal direkt: ",{"text":2973,"type":513,"marks":2974},"Niemand im Management interessiert sich für die Micro-Conversion oder die Klickrate im Suchschlitz",[2975],{"type":933},{"text":1473,"type":513},{"type":42,"attrs":2978,"content":2979},{"textAlign":118},[2980],{"text":2981,"type":513},"Als PM der Onsite-Search ist es wahrscheinlich dein ganzes Universum – aber so lange du den Wertbeitrag (“Business Value”) deines Universums nicht messen und berichten kannst, wird sich kein Schwein dafür interessieren.",{"type":42,"attrs":2983,"content":2984},{"textAlign":118},[2985],{"text":2986,"type":513},"Noch schlimmer: Das Management wird dir erst gar nicht vertrauen, wirklich echten Wertbeitrag zu liefern. Du bist aus Management-Sicht nur ein Rädchen in der größeren Feature-Fabrik, die als Ganzes die Wertschöpfung liefert. Wenn etwas kaputt ist oder nicht pünktlich fertig wird, spürst du den Druck – aber ansonsten hast du wenig “Management-Attention”.",{"type":42,"attrs":2988,"content":2989},{"textAlign":118},[2990],{"text":2991,"type":513},"Und da beginnt unser Henne-Ei-Problem. So lange das Management kein Vertrauen in dich und deine Fähigkeit den Wertbeitrag zu beeinflussen hat, wird es weiterhin ganz altmodisch über Deadlines und Outputs managen. (“Wir brauchen dieses Feature bis Ende Q3!!!1elf!”)",{"type":42,"attrs":2993,"content":2994},{"textAlign":118},[2995],{"text":2996,"type":513},"Jetzt kannst du entweder warten, bis sich das Dinosaurier-Problem im Management ausgemendelt hat, von Deinem Taschengeld selbst ein Management-Seminar zu “Leadership 8.0” finanzieren” oder dein Leid in passiver Opfermentalität ertragen.",{"type":42,"attrs":2998,"content":2999},{"textAlign":118},[3000],{"text":3001,"type":513},"Oder du denkst über folgenden Gedanken nach:",{"type":42,"attrs":3003,"content":3004},{"textAlign":118},[3005],{"text":3006,"type":513},"Hypothese: Wenn du deine eigene Art zu arbeiten, zu messen und deinen Wertbeitrag zu reporten, änderst, veränderst du auch die Einstellung des Management zur Führung und zu deinem Reifegrad. Die Organisation ist ein System mit Wechselwirkung, du bist nicht ausgeliefert und diese “Management ist Schuld-Denkweise” ist wenig hilfreich.",{"type":42,"attrs":3008,"content":3009},{"textAlign":118},[3010],{"text":3011,"type":513},"Du bist selbst VP Product, CPO, Head of Product oder in ähnlicher Führungsposition?",{"type":42,"attrs":3013,"content":3014},{"textAlign":118},[3015],{"text":3016,"type":513},"Für dich besteht die Leadership-Aufgabe darin, deine Teams zur echten Messung und Beeinflussung ihres Wertbeitrag zu ermächtigen, denn das macht Effektivität aus. Hör auf, im OKR Prozess die Unternehmensziele immer weiter auf kleinere Ziele herunterzubrechen – jeder Wertbeitrag misst sich ausschließlich an einem zuvor definierten KPI. Gib’ deinen Teams Zeit für eine systematische Product Discovery und lass’ sie selbst entscheiden, wo sie den größten Wertbeitrag sehen. Auch wenn es schmerzt: Lass’ sie Fehler machen. Aber achte darauf, dass die Ziele der Teams auch wirklich einen echten Wertbeitrag darstellen.",{"type":2172,"content":3018},[3019],{"type":42,"attrs":3020,"content":3021},{"textAlign":118},[3022],{"text":3023,"type":513,"marks":3024},"“Führung agiler Teams ist kontra-intuitiv. Als Führungskraft tut es manchmal weh, so stark loszulassen, aber das musst du aushalten können.”",[3025],{"type":2181},{"type":42,"attrs":3027,"content":3028},{"textAlign":118},[3029,3034],{"type":2319,"attrs":3030},{"id":118,"alt":3031,"src":3032,"title":118,"source":30,"copyright":30,"meta_data":3033},"Chief digital officer Klingel Gruppe","https://storage.googleapis.com/kk-website-assets/iuEhXjZD_sven-christian-andrae-chief-digital-officer-klingel-gruppe.png",{"alt":3031,"title":118,"source":30,"copyright":30},{"text":3035,"type":513},"Sven-Christian Andrä – Chief Digital Officer (CDO) at Klingel Gruppe",{"type":925,"attrs":3037,"content":3038},{"level":997,"textAlign":118},[3039],{"text":3040,"type":513},"2. Du bist, was du misst",{"type":42,"attrs":3042,"content":3043},{"textAlign":118},[3044],{"text":3045,"type":513},"Steigen wir tiefer in das Problem der falschen Ziele ein. Denn dieses Problem hat zwei Ursachen: Zum einen machen es sich viele Produktmanager einfach zu leicht. Es werden schlichtweg die falschen Kennzahlen gemessen, weil es einfacher ist. Zusätzlich werden dann in jedem Team andere Kennzahlen gemessen. Nur sehr selten helfen diese Kennzahlen dann dabei, den echten Wertbeitrag auf die unternehmerischen Ziele (KPI) vorherzusehen.",{"type":42,"attrs":3047,"content":3048},{"textAlign":118},[3049],{"text":3050,"type":513},"Bleiben wir beim Beispiel mit dem Suchschlitz: Die Suche ist zweifelsfrei ein wichtiger Teil der Customer Journey. Ohne Suche ist es schwierig, das richtige Produkt überhaupt zu finden. Wenn wir es also schaffen, dass mehr Nutzer die Suche benutzen, dann ist das gut, denn je stärker wir vorne im Funnel etwas optimieren, desto mehr kommt hinten raus.",{"type":42,"attrs":3052,"content":3053},{"textAlign":118},[3054],{"text":3055,"type":513},"Klingt logisch?",{"type":42,"attrs":3057,"content":3058},{"textAlign":118},[3059],{"text":3060,"type":513},"Stimmt aber nicht.",{"type":42,"attrs":3062,"content":3063},{"textAlign":118},[3064],{"text":3065,"type":513},"So lange du den Wertbeitrag der Suche innerhalb der gesamten Customer Journey nicht gemessen hast, kann es sogar sein, dass der Wertbeitrag negativ ist, weil die Suchergebnisse zum Beispiel nicht gut sind. Vielleicht werden Besucher durch zu viele ähnliche Ergebnisse verunsichert, vielleicht schafft es die Suche gar nicht, die Besucher zum Kauf zu motivieren.",{"type":42,"attrs":3067,"content":3068},{"textAlign":118},[3069],{"text":3070,"type":513},"Doch gehen wir davon aus, dass der Wertbeitrag tatsächlich positiv ist: Ein neues Feature oder eine Veränderung könnte dafür sorgen, dass nun andere Besuchertypen als vorher weiter gehen, diese Veränderung sorgt dann weiter hinten im Funnel für stärkere Abbrüche und der, an einer Stelle, positive Effekt, kehrt sich an anderer Stelle ins Negative um.",{"type":42,"attrs":3072,"content":3073},{"textAlign":118},[3074,3076,3082],{"text":3075,"type":513},"Also: Zum einen schwingt bei einer flexiblen Auswahl der Metrik immer der Vorwurf des ",{"text":3077,"type":513,"marks":3078},"Bestätigungsfehlers",[3079],{"type":2238,"attrs":3080},{"href":3081,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://de.wikipedia.org/wiki/Best%C3%A4tigungsfehler",{"text":3083,"type":513}," mit (“Confirmation Bias” – Menschen suchen sich bewusst Daten aus, die ihre ohnehin bestehende Ansicht verstärken). Zum anderen: mach’ es dir einfach nicht zu leicht. Wenn du echten Wertbeitrag liefern willst, musst du diesen auch messen – und keine proxy-vanity-clickibunti-metrik, die dir dein leben leichter macht.",{"_uid":3085,"image":3086,"caption":3090,"component":1516},"3904fbdc-959a-4318-9a76-4e6732ae312a",{"alt":3087,"src":3088,"name":30,"focus":30,"title":118,"source":30,"filename":3088,"copyright":30,"fieldtype":49,"meta_data":3089,"is_external_url":81},"Beispiel für eine Goalmap","https://storage.googleapis.com/kk-website-assets/gKecrSXG_team-workshop-zielfindung-unterschied-teamziele-management-ziele-820x342.png",{"alt":3087,"title":118,"source":30,"copyright":30},{"type":39,"content":3091},[],{"_uid":3093,"text":3094,"component":1474},"68a42a25-d438-40ab-869b-257314ee20bd",{"type":39,"content":3095},[3096,3101,3106,3111,3126,3134,3143,3148,3153,3158,3163,3172,3179,3192,3197,3202,3207,3217,3226,3236,3241,3246,3251,3256,3267,3272,3277,3287,3292],{"type":925,"attrs":3097,"content":3098},{"level":1442,"textAlign":118},[3099],{"text":3100,"type":513},"Du bist CPO oder sonstige Führungskraft?",{"type":42,"attrs":3102,"content":3103},{"textAlign":118},[3104],{"text":3105,"type":513},"Es gilt immer noch das Ziel-Problem der ersten Hypothese. Zusätzlich: Warum sind die Analysten nicht Teil der Produktteams? Warum sind grundsätzlich so wenige Product- und Business-Analysten in deinem Unternehmen? Das würde die Teams befähigen, die eigenen Ziele und Wertbeiträge besser zu messen. Warum hat das Management nicht für mehr Führung durch klare Zielhierarchien und Treiberbäume gesorgt?",{"type":42,"attrs":3107,"content":3108},{"textAlign":118},[3109],{"text":3110,"type":513},"Es sollte gar nicht die Aufgabe des jeweiligen Produktmanagers sein, sich seine Zielmetriken pro Experiment selbst auszusuchen. Wer kann das durch klare Guidelines und Vorgaben ändern, wenn nicht du?",{"type":42,"attrs":3112,"content":3113},{"textAlign":118},[3114],{"text":3115,"type":513,"marks":3116},"Übrigens: Eine Anleitung zur Verbindung der strategischen Unternehmensziele mit passenden Kennzahlen zur Entwicklung eines einheitlichen Verständnis von Experimentieren im Unternehmen findest Du in unserem Digital Experimentation Framework.",[3117],{"type":2238,"attrs":3118},{"href":3119,"uuid":3120,"anchor":118,"target":2242,"linktype":31,"story":3121},"/de/experimentation/digital-experimentation-framework","536183ae-af5d-49ef-9a97-00de05a9d469",{"name":3122,"id":3123,"uuid":3120,"slug":3124,"url":3125,"full_slug":3125,"_stopResolving":81},"Das konversionsKRAFT Digital Experimentation Framework (E-Book)",101808514019828,"digital-experimentation-framework","de/experimentation/digital-experimentation-framework",{"type":42,"attrs":3127,"content":3128},{"textAlign":118},[3129],{"type":2319,"attrs":3130},{"id":118,"alt":3131,"src":3132,"title":118,"source":30,"copyright":30,"meta_data":3133},"Anleitung AB Testing und Personalisierung","https://storage.googleapis.com/kk-website-assets/FMnoDMM6_anleitung-ab-testing-personalisierung-digital-experimentation-framework-e1595404584861.png",{"alt":3131,"title":118,"source":30,"copyright":30},{"type":42,"attrs":3135,"content":3136},{"textAlign":118},[3137,3139],{"text":3138,"type":513},"Es sollte außerdem obligatorisch sein, den Wertbeitrag von Releases über Experimente zu messen. Profitabel wachsende Unternehmen experimentieren viel. Das läuft jedoch auch dort nicht parallel oder optional zu den Releases der produktorientierten Teams aber, sondern die Vorgehensweise sieht so aus, dass ",{"text":3140,"type":513,"marks":3141},"jedes einzelne Feature, jedes Release, per Experiment auf seinen Wertbeitrag analysiert wird.",[3142],{"type":933},{"type":42,"attrs":3144,"content":3145},{"textAlign":118},[3146],{"text":3147,"type":513},"Als Führungskraft kannst Du dafür sorgen, dass das Experimentieren als “Betriebssystem” verstanden wird und nicht als optionales nice-to-have-MaFo-tool, das man gelegentlich nutzt, falls noch Zeit übrig ist.",{"type":42,"attrs":3149,"content":3150},{"textAlign":118},[3151],{"text":3152,"type":513},"Das gleiche gilt übrigens für Marktforschung und User Research.",{"type":42,"attrs":3154,"content":3155},{"textAlign":118},[3156],{"text":3157,"type":513},"Auch sie sind entkoppelt und ebenso wie die Analysten nur selten Teil der Produktteams – wie soll nun eine gute Product Discovery funktionieren, wenn an dieser wichtigen Stelle doch wieder Abhängigkeiten von anderen Teams geschaffen werden?",{"type":925,"attrs":3159,"content":3160},{"level":997,"textAlign":118},[3161],{"text":3162,"type":513},"3. Fehlerkultur fehlt",{"type":2172,"content":3164},[3165],{"type":42,"attrs":3166,"content":3167},{"textAlign":118},[3168],{"text":3169,"type":513,"marks":3170},"“Man benötigt das richtige Mindset in der ganzen Organisation. Das wichtigste bei einer agilen Transformation ist es, erstmal das agile Mindset zu transportieren, vor allem auf dem Management-Level, und danach schaut man, wie man Scrum wirklich umgesetzt bekommt.”",[3171],{"type":2181},{"type":42,"attrs":3173,"content":3174},{"textAlign":118},[3175,3178],{"type":2319,"attrs":3176},{"id":118,"alt":118,"src":2321,"title":118,"source":30,"copyright":30,"meta_data":3177},{"alt":118,"title":118,"source":30,"copyright":30},{"text":2324,"type":513},{"type":42,"attrs":3180,"content":3181},{"textAlign":118},[3182,3184,3190],{"text":3183,"type":513},"Jeff Sutherland hat den idealen Zustand eines autonom arbeitenden agilen Teams perfekt in seinem Buch ",{"text":3185,"type":513,"marks":3186},"“Scrum – The Art of Doing Twice the Work in Half the Time”",[3187],{"type":2238,"attrs":3188},{"href":3189,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://medium.com/tunapanda-institute/review-of-scrum-by-jeff-sutherland-takeaways-bcdeb127c24a",{"text":3191,"type":513}," aus dem Jahr 2014 beschrieben. Nach seiner Schilderung befinden sich Gewinnerteams – und hier bedient er sich bewusst an einer Analogie zum Team-Sport – in einem Zustand der Transzendenz. Der Begriff Transzendenz meint: Die Teammitglieder verstehen sich auf impliziter Ebene, spielen sich Bälle zu – jeder weiß instinktiv was der andere tut. Neben der Autonomie und der crossfunktionalen Besetzung der Teams ist dies eine der Kerneigenschaften erfolgreicher agiler Teams.",{"type":42,"attrs":3193,"content":3194},{"textAlign":118},[3195],{"text":3196,"type":513},"In vielerlei Hinsicht ergibt das Sinn. Es gibt jedoch auch eine Schattenseite dieser Kultur, die ich persönlich immer wieder beobachte: Die oberflächliche Konsenskultur, bei der nur die Dinge angepackt werden, mit denen sich das gesamte Team wohlfühlt. In Retrospektiven feiert sich das Team selbst, niemand traut sich, Ideen zu “challengen” und kontrastreicher oder mutiger zu machen, als es der Teamkonsens als Ganzes erlaubt. Dabei erwähnt Jeff Sutherland im gleichen Buch weiter hinten, wie gefährlich es ist, wenn Teams die Bodenhaftung verlieren. Er erklärt auch, wie wichtig die Rolle von Challengern ist – leider wird dafür nur ein Bruchteil der Seitenzahl verwendet, wie zuvor die Schilderung des transzendenten Zustands von Kommunikation und Kultur.",{"type":42,"attrs":3198,"content":3199},{"textAlign":118},[3200],{"text":3201,"type":513},"Klar, alle wollen Gewinner sein. Anders kann ich mir nicht erklären, warum so viele Produktteams in eine agile “Tschakka-Kultur” verfallen und sich oberflächlich selbst feiern, statt auch unbequeme Ideen zu verfolgen. Oft genug wird die oberflächlich positive Teamkultur stärker gewichtet als die mögliche Wertschöpfung als Outcome unbequemer Vorhaben.",{"type":42,"attrs":3203,"content":3204},{"textAlign":118},[3205],{"text":3206,"type":513},"Als Optimierer habe ich gelernt, wie wichtig es ist, eine erste Idee von anderen Menschen früh überprüfen und herausfordern zu lassen. Es ist unbequem, manchmal sogar ein persönlicher Schmerz. Jeder fühlt sich zunächst einmal den eigenen Ideen gegenüber verpflichtet, ein Hinterfragen dieser Idee durch andere wird schnell als persönliche Kritik empfunden. Ein systematisches Hinterfragen kann jedoch zur deutlichen Verbesserung führen – entweder führt es dazu, dass eine Idee “zu Grabe getragen” werden muss und niemand damit Zeit weiter verschwendet – oder aber die Idee wird weiter entwickelt, veredelt und verbessert.",{"type":42,"attrs":3208,"content":3209},{"textAlign":118},[3210,3215],{"type":2319,"attrs":3211},{"id":118,"alt":3212,"src":3213,"title":118,"source":30,"copyright":30,"meta_data":3214},"Komfortzone und Unternehmensoptimierung","https://storage.googleapis.com/kk-website-assets/AcFsJVxP_komfortzone-unternehmensoptimierung.png",{"alt":3212,"title":118,"source":30,"copyright":30},{"text":3216,"type":513},"Scrum gibt in Wahrheit nicht vor, dass dein Team in eine oberflächliche Tschakka-Kultur verfallen soll. Der von mir geschilderte Zustand einer oberflächlichen, sich selbst feiernden Kultur, die bewusst in ihrer Komfortzone bleibt, ist wahrscheinlich eher das Resultat agiler Ideen in größeren Organisationen. Die Komplexität und die Abhängigkeiten größerer Organisation lassen keinen anderen Weg zu – denn Autonomie entsteht nur, indem mögliche Aufgaben “klein gemacht werden”. Den Teams bleibt letztlich nichts anderes übrig, als sich auf ihre Insel der Glückseligkeit zurückzuziehen. Das ist aber nicht der Ort, wo maximale Wertschöpfung entsteht.",{"type":2172,"content":3218},[3219],{"type":42,"attrs":3220,"content":3221},{"textAlign":118},[3222],{"text":3223,"type":513,"marks":3224},"“Je größer die Organisation, desto mehr Abhängigkeiten. Da es in diesem Umfeld immer schwieriger wird, echten Kontrast zu schaffen, fokussieren sich viele Teams auf ein Streben nach Geschwindigkeit – das behindert jedoch den Freiraum für echte Innovation.”",[3225],{"type":2181},{"type":42,"attrs":3227,"content":3228},{"textAlign":118},[3229,3234],{"type":2319,"attrs":3230},{"id":118,"alt":3231,"src":3232,"title":118,"source":30,"copyright":30,"meta_data":3233},"Rainer Utsch","https://storage.googleapis.com/kk-website-assets/3y8up5BT_rainer-utsch-vice-president-product-auxmoney.png",{"alt":3231,"title":118,"source":30,"copyright":30},{"text":3235,"type":513},"Rainer Utsch – Vice President Product, auxmoney",{"type":925,"attrs":3237,"content":3238},{"level":1481,"textAlign":118},[3239],{"text":3240,"type":513},"Was kannst Du tun?",{"type":42,"attrs":3242,"content":3243},{"textAlign":118},[3244],{"text":3245,"type":513},"Ich denke, es fängt grundsätzlich mit einem Bewusstsein für oberflächlichen Teamspirit und Konsenskultur an. Teste doch einfach mal aus, wie das Team damit umgeht, sobald du eine existierende Idee in Bezug auf ihre Wirksamkeit hinterfragst.",{"type":42,"attrs":3247,"content":3248},{"textAlign":118},[3249],{"text":3250,"type":513},"Wird dein Beitrag des Hinterfragens geschätzt oder wird es als Behinderung angesehen? Geht das Team auf der Suche nach Wirksamkeit heraus aus der Komfortzone oder wird bei der kleinsten Abhängigkeit zu anderen Teams oder kontrastreichen Veränderungen aufgegeben?",{"type":925,"attrs":3252,"content":3253},{"level":997,"textAlign":118},[3254],{"text":3255,"type":513},"4. “Definition of Ready” ist zu kurz gedacht",{"type":42,"attrs":3257,"content":3258},{"textAlign":118},[3259,3261,3265],{"text":3260,"type":513},"Ein weiterer Aspekt aus der Geschichte der agilen Methoden, hat sich eventuell zu einem größeres Missverständnis entwickelt: Die “",{"text":3262,"type":513,"marks":3263},"Definition of Ready",[3264],{"type":2181},{"text":3266,"type":513},"”.",{"type":42,"attrs":3268,"content":3269},{"textAlign":118},[3270],{"text":3271,"type":513},"Woher kommt das? Was ist das Missverständnis?",{"type":42,"attrs":3273,"content":3274},{"textAlign":118},[3275],{"text":3276,"type":513},"Agile Methoden sind einst aus komplexen Softwareprojekten heraus entstanden, deren primäres Ziel es war, eine funktionierende Software bereitzustellen. Das heißt: mit der Auslieferung eines funktionierenden Inkrements war der Sprint abgeschlossen. Ein einfacher Usability-Test mit fünf Probanden reichte aus, um diesen Zustand zu validieren und das ergibt auch Sinn, wenn Funktionalität das einzige Qualitätskriterium ist.",{"type":42,"attrs":3278,"content":3279},{"textAlign":118},[3280,3282,3286],{"text":3281,"type":513},"Doch inzwischen werden mit Hilfe agiler Methoden, digital wertschöpfende Systeme gebaut. ",{"text":3283,"type":513,"marks":3284},"Somit kommen neben der Funktionalität als Hygienefaktor, weitere Ebenen dazu, die darüber entscheiden, ob das gelieferte Inkrement auch wirklich einen Wertbeitrag liefert",[3285],{"type":933},{"text":1473,"type":513},{"type":42,"attrs":3288,"content":3289},{"textAlign":118},[3290],{"text":3291,"type":513},"Grob gesagt heißt das:",{"type":2625,"content":3293},[3294,3307,3318],{"type":2204,"content":3295},[3296],{"type":42,"attrs":3297,"content":3298},{"textAlign":118},[3299,3301,3305],{"text":3300,"type":513},"Funktioniert das Release, d.h. ",{"text":3302,"type":513,"marks":3303},"können",[3304],{"type":933},{"text":3306,"type":513}," Nutzer es ohne Probleme benutzen?",{"type":2204,"content":3308},[3309],{"type":42,"attrs":3310,"content":3311},{"textAlign":118},[3312,3316],{"text":3313,"type":513,"marks":3314},"Wollen",[3315],{"type":933},{"text":3317,"type":513}," die Nutzer das Release auch wirklich benutzen? Wird es überhaupt akzeptiert?",{"type":2204,"content":3319},[3320],{"type":42,"attrs":3321,"content":3322},{"textAlign":118},[3323,3325,3329],{"text":3324,"type":513},"Liefert das Release wirklich einen signifikant höheren ",{"text":3326,"type":513,"marks":3327},"Wertbeitrag",[3328],{"type":933},{"text":3330,"type":513}," (Business Value) oder ist er vielleicht sogar negativ?",{"_uid":3332,"image":3333,"caption":3337,"component":1516},"3f404749-4b4a-428e-bee4-77246f66cfa2",{"alt":3334,"src":3335,"name":30,"focus":30,"title":118,"source":30,"filename":3335,"copyright":30,"fieldtype":49,"meta_data":3336,"is_external_url":81},"Modell Return on Investment Pyramide","https://storage.googleapis.com/kk-website-assets/HQyVUhWs_modell-roi-pyramide-return-on-investment-grafik-erklaerung-e1595407691273.png",{"alt":3334,"title":118,"source":30,"copyright":30},{"type":39,"content":3338},[3339],{"type":42,"content":3340},[3341],{"text":3342,"type":513},"Abb. 5: Die",{"_uid":3344,"text":3345,"component":1474},"8016c727-3ec9-475a-9161-9823e2956fd3",{"type":39,"content":3346},[3347,3351,3357,3361,3365,3369,3377,3385,3395,3399,3404,3408,3412,3416,3420,3425,3429,3434],{"type":42,"content":3348},[3349],{"text":3350,"type":513},"Auch wenn es konstruiert klingt: Ein agiles Produktteam könnte ein funktionierendes Inkrement liefern (z.B. eine neue Darstellung von Filtern auf einer Listenseite im Onlineshop), das Feature wird von den Nutzern akzeptiert und tatsächlich genutzt (2. Ebene – Nutzer wollen es nutzen), dank der neuen Filter wird nun aber offensichtlich, dass es bestimmte Artikel im Shop nicht gibt und der Wertbeitrag ist negativ.",{"type":42,"content":3352},[3353],{"text":3354,"type":513,"marks":3355},"Das Resultat ist der Worst Case: Das Feature funktioniert – liefert aber einen negativen Wertbeitrag.",[3356],{"type":933},{"type":42,"content":3358},[3359],{"text":3360,"type":513},"Im Rahmen einer Team-Retrospektive wird dieses Problem nicht erkannt werden, da die Outcomes eines neuen Features selten gemessen werden. Das ginge in der Praxis tatsächlich nur über ein Experiment. Einen A/B-Test, der die Variante der Listenseite ohne das neue Feature, mit der Variante mit dem neuen Feature, anhand einer echten KPI (z.B. Revenue per Visitor) vergleicht.",{"type":42,"content":3362},[3363],{"text":3364,"type":513},"Stattdessen sind alle happy, dass das Produktteam eine gute Ideen hatte, die auch “ganz smooth” umgesetzt wurde.",{"type":42,"content":3366},[3367],{"text":3368,"type":513},"Niemand wird sich beschweren, dass der Wertbeitrag des Features nicht gemessen wurde. Wie sollte das Team überhaupt damit umgehen? Schließlich kann das Team die Leistungsfaktoren gar nicht beeinflussen, oder?",{"type":42,"content":3370},[3371,3375],{"text":3372,"type":513,"marks":3373},"Egal ob als Mitarbeiter oder Führungskraft: Du kannst diesen Zustand ändern.",[3374],{"type":933},{"text":3376,"type":513}," Ein erfolgreiches Team, das in einem Modus der Transzendenz arbeitet, wird durch Rückschläge und Fehler lernen und besser werden.",{"type":42,"content":3378},[3379,3381],{"text":3380,"type":513},"Es steht in keinem Widerspruch zu agilen Methoden, zwei bis vier Wochen auf die Messung des Wertbeitrags zu warten und dann daraus zu lernen. Das Team wird durch diese Erkenntnisse noch stärker – der Fokus der Betrachtung ändert sich bzw. erweitert sich um eine weitere Ebene, nämlich ",{"text":3382,"type":513,"marks":3383},"die Betrachtung “Was hat es eigentlich gebracht?”",[3384],{"type":933},{"type":42,"content":3386},[3387,3389,3393],{"text":3388,"type":513},"Erst mit dieser Betrachtungsebene wird das Team zu wahrer Stärke kommen. Denn der neue Feedback-Kanal in Bezug auf Wertbeitrag ist deutlich stärker, als die ",{"text":3390,"type":513,"marks":3391},"“Wir sind alle super als Team”",[3392],{"type":2181},{"text":3394,"type":513},"-Ebene, die ich allzu oft in Retros beobachte.",{"type":42,"content":3396},[3397],{"text":3398,"type":513},"Erst mit Hilfe dieser Ebene werden sich Teams erlauben, sich gegenseitig herauszufordern, kontrastreichere Ideen zu entwickeln und Ideen zu veredeln.",{"type":925,"attrs":3400,"content":3401},{"level":997},[3402],{"text":3403,"type":513},"5. User Stories ohne Wertschöpfung",{"type":42,"content":3405},[3406],{"text":3407,"type":513},"Noch ein Missverständnis aus der Historie agiler Methoden heraus: Für das Erreichen der funktionalen Qualität eines Features war es bisher ausreichend, die gewünschte Qualität aus der Perspektive des Nutzers zu formulieren. Das ergibt Sinn, denn die Anforderungen wurden davor ja noch in Pflichtenheften aus technischer Sicht heraus definiert, daraus ergaben sich viel zu häufig Qualitätsdefizite.",{"type":42,"content":3409},[3410],{"text":3411,"type":513},"Doch echter Wertbeitrag (“Outcome”) ergibt sich erst an der Schnittstelle zwischen Kundenbedürfnissen und dem eigentlichen Geschäftsmodell einer Software oder Website heraus.",{"type":42,"content":3413},[3414],{"text":3415,"type":513},"Die Definition von User Stories ist zwar vor 20 Jahren der richtige Schritt gewesen, er geht jedoch heute, aus dem Blickwinkel der Wertschöpfung heraus, nicht weit genug.",{"type":42,"content":3417},[3418],{"text":3419,"type":513},"Kundenbedürfnisse müssen viel tiefergehend analysiert und in Zusammenhang mit der gesamten Customer Journey und dem Geschäftsmodell gebracht werden. Das übersteigt oft die Fähigkeiten (s.o.: Customer Research ist nicht Teil der Teams) und auch die Komfortzone (s.o.: Komplexität und Abhängigkeiten als Impediment) der einzelnen Teams.",{"type":925,"attrs":3421,"content":3422},{"level":1442},[3423],{"text":3424,"type":513},"Das Resultat: Die gelebte Kundenzentrierung bleibt oberflächlich.",{"type":42,"content":3426},[3427],{"text":3428,"type":513},"Zusätzlich ist zu wenig Zeit für eine systematische Product-Discovery, das bestätigen mir auch immer wieder einzelne Mitarbeiter aus agilen Teams. Es werden also lieber kurze Brainstorming-Workshops angesetzt um schnell Ideen zu entwickeln anstatt viel früher anzusetzen. Noch schlimmer: Oft ist das gar nicht gewünscht, das Management gibt ja im schlimmsten Fall die Roadmaps mehr oder weniger vor. Warum also tiefer einsteigen, wenn ohnehin keine Zeit da ist?",{"type":925,"attrs":3430,"content":3431},{"level":1481},[3432],{"text":3433,"type":513},"Zeitmangel verhindert eine systematische Analyse der Optimierungshebel",{"type":42,"content":3435},[3436],{"text":3437,"type":513},"An dieser Stelle möchte ich auch nicht verbergen, dass eine wirklich tiefgehende Analyse der Kundenrealität, der gesamten Customer Journey, der Motive und Ängste auf bewusster und unbewusster Ebene, ein wirklich intensiver Prozess ist.",{"_uid":3439,"image":3440,"caption":3444,"component":1516},"d44a3fff-3915-4745-8d12-e25257befdf3",{"alt":3441,"src":3442,"name":30,"focus":30,"title":118,"source":30,"filename":3442,"copyright":30,"fieldtype":49,"meta_data":3443,"is_external_url":81},"Überblick User Research Methoden","https://storage.googleapis.com/kk-website-assets/28lon2z4_methoden-user-research-ueberblick-grafik-e1595408867931.png",{"alt":3441,"title":118,"source":30,"copyright":30},{"type":39,"content":3445},[3446],{"type":42,"content":3447},[3448],{"text":3449,"type":513},"Abb. 6: Überblick über gängige Research-Methoden in der Product Discovery und ihre jeweiligen Vor- und Nachteile",{"_uid":3451,"text":3452,"component":1474},"66dc83fb-eeed-4051-a8a0-ba692a2f239f",{"type":39,"content":3453},[3454,3458,3462,3470,3476,3480,3484,3488,3494,3498,3502,3506,3510,3514,3522,3526,3530,3534,3539,3543,3630,3634,3638],{"type":42,"content":3455},[3456],{"text":3457,"type":513},"Woran kannst Du erkennen, dass du und dein Team auf dieser oberflächlichen Ebene der Kundenzentrierung stecken? Ganz einfach: ihr redet stets über Features, Elemente, Kennzahlen, Buttons, Texte, etc.",{"type":42,"content":3459},[3460],{"text":3461,"type":513},"Echte tiefgehende Kundenzentrierung führt dazu, dass ihr viel länger über die Probleme aus der Kundenperspektive heraus redet und sie analysiert, anstatt direkt über mögliche Lösungen zu reden. In den Gesprächen und Workshops wird dann viel mehr über Ängste, Erwartungen, Realitäten und Motive der Kunden gesprochen anstatt über die mögliche Lösung in Form deines Produkts oder deiner Website.",{"type":2172,"content":3463},[3464],{"type":42,"content":3465},[3466],{"text":3467,"type":513,"marks":3468},"“Richtig gutes Produktmanagement ist irgendwo beides: Science und Art.”",[3469],{"type":2181},{"type":42,"content":3471},[3472,3475],{"type":2319,"attrs":3473},{"alt":2518,"src":2519,"name":30,"focus":30,"title":118,"source":30,"filename":2519,"copyright":30,"fieldtype":49,"meta_data":3474,"is_external_url":81},{"alt":2518,"title":118,"source":30,"copyright":30},{"text":2522,"type":513},{"type":42,"content":3477},[3478],{"text":3479,"type":513},"Die eigentliche Aufgabe eines guten Produktmanagers ist es, die Ziele und Motive der Kunden mit den Business-Zielen des Unternehmens in Einklang zu bringen. Ergebnisorientiert bewirkt es keinen Unterschied, ob die Teams gar nicht an den Business-Zielen arbeiten (Hypothese A) oder die wahren Kundenprobleme gar nicht kennen.",{"type":42,"content":3481},[3482],{"text":3483,"type":513},"Keine Verbindung, keine Resultate.",{"type":42,"content":3485},[3486],{"text":3487,"type":513},"Zusammen mit dem Zeit- und dem Effizienzdruck ergibt sich ein Bild:",{"type":42,"content":3489},[3490],{"text":3491,"type":513,"marks":3492},"Stell dir vor, du verbrennst mit deinem Sportwagen mal ordentlich Gummi auf der Startlinie. Sieht beeindruckend aus, aber du kommst nicht wirklich voran.",[3493],{"type":933},{"type":42,"content":3495},[3496],{"text":3497,"type":513},"Noch schlimmer: Durch den ganzen Rauch um dich herum, hast du gar keine Orientierung mehr.",{"type":42,"content":3499},[3500],{"text":3501,"type":513},"Genauso kommt mir oftmals die Situation in vielen agilen Teams vor.",{"type":42,"content":3503},[3504],{"text":3505,"type":513},"Was kannst du tun? Gib’ dich nicht zufrieden mit diesem oberflächlichen Blick auf Kunden. Auch wenn die Zeit immer knapp ist: beginne mit einer systematischen und kontinuierlichen Erforschung der Kundenrealitäten auf allen Ebenen. Beschränke dich nicht auf das Thema deines Produktteams, vertehe die Customer Journey als ganzes.",{"type":42,"content":3507},[3508],{"text":3509,"type":513},"Du wirst mit wirksameren Ideen belohnt – und das ist die Grundlage für die im ersten Teil genannte Hypothese A) – arbeite an den richtigen Zielen.",{"type":42,"content":3511},[3512],{"text":3513,"type":513},"Sobald du diese Realität als Anspruch implementiert hast, wirst du schnell den Eindruck bekommen, wie wirkungslos wahrscheinlich rund 80% der Elemente in deinen Backlogs sind.",{"type":42,"content":3515},[3516,3518],{"text":3517,"type":513},"Frage Dich: ",{"text":3519,"type":513,"marks":3520},"“Wie kann diese Veränderung wirklich das Kundenverhalten und damit unsere Business-Ziele beeinflussen?”",[3521],{"type":933},{"type":42,"content":3523},[3524],{"text":3525,"type":513},"Aus meiner Erfahrung heraus: Die Verbindung der Ideen im Backlog sowohl mit Kundenverhalten als auch mit den Business-Zielen ist das Qualitätskriterium schlechthin.",{"type":42,"content":3527},[3528],{"text":3529,"type":513},"Kannst du eine glaubwürdige Verbindung herstellen? Bravo – arbeite weiter an der Idee, du kannst sie eventuell sogar noch stärker mache.",{"type":42,"content":3531},[3532],{"text":3533,"type":513},"Du siehst nicht wirklich eine Verbindung? Räume dein Backlog auf, befreie es von dem Ballast wirkungsloser Ideen! Das Pareto-Prinzip gilt und es sagt uns, dass du mit nur 20% der Ideen 80% der Wirksamkeit erzielen wirst.",{"type":925,"attrs":3535,"content":3536},{"level":997},[3537],{"text":3538,"type":513},"Fazit: Lösungswege für mehr Effektivität agiler Produktteams",{"type":42,"content":3540},[3541],{"text":3542,"type":513},"Was muss sich ändern?",{"type":2200,"attrs":3544,"content":3545},{"order":927,"tight":51},[3546,3552,3564,3576,3592,3602,3614],{"type":2204,"content":3547},[3548],{"type":42,"content":3549},[3550],{"text":3551,"type":513},"Implementiere für mehr Effektivität Prozessartefakte aus CRO / Growth Hacking mit deinen agilen Prozessen.",{"type":2204,"content":3553},[3554],{"type":42,"content":3555},[3556,3558,3562],{"text":3557,"type":513},"Das ",{"text":3559,"type":513,"marks":3560},"Management",[3561],{"type":933},{"text":3563,"type":513}," muss die richtigen Ziele setzen, die Teams müssen ihren Erfolg an den richtigen Zielen messen.",{"type":2204,"content":3565},[3566],{"type":42,"content":3567},[3568,3570,3574],{"text":3569,"type":513},"Die ",{"text":3571,"type":513,"marks":3572},"Führung",[3573],{"type":933},{"text":3575,"type":513}," agiler Teams muss sich entsprechend verändern und mehr echte Verantwortung (“Ownership”) übertragen.",{"type":2204,"content":3577},[3578],{"type":42,"content":3579},[3580,3584,3586,3590],{"text":3581,"type":513,"marks":3582},"Experimentieren",[3583],{"type":933},{"text":3585,"type":513}," ist nicht eine weitere Marktforschungsmethode am Ende eines Inkrements sondern ein grundlegendes ",{"text":3587,"type":513,"marks":3588},"Betriebssystem",[3589],{"type":933},{"text":3591,"type":513},", Growth ist per se auf Effektivität getrimmt",{"type":2204,"content":3593},[3594],{"type":42,"content":3595},[3596,3600],{"text":3597,"type":513,"marks":3598},"Fehlerkultur",[3599],{"type":933},{"text":3601,"type":513}," FTW! Vergeude die Zeit nicht mit oberflächlicher Konsenskultur. Relevanter Kontrast als Grundlage für die Verhaltensänderung der Kunden brauchen Mut und Kontrast.",{"type":2204,"content":3603},[3604],{"type":42,"content":3605},[3606,3608,3612],{"text":3607,"type":513},"Die agilen Teams müssen anfangen, ",{"text":3609,"type":513,"marks":3610},"echte Outcomes über Experimente zu messen",[3611],{"type":933},{"text":3613,"type":513},", Validation funktioniert nicht mit Interviews und erst recht nicht über Micro-Conversion. Always be Testing!",{"type":2204,"content":3615},[3616],{"type":42,"content":3617},[3618,3620,3624,3626],{"text":3619,"type":513},"Etabliere tiefgehende ",{"text":3621,"type":513,"marks":3622},"echte Kundenzentrierung",[3623],{"type":933},{"text":3625,"type":513},", beginne damit die Kundenrealität systematisch erforschen, Product Discovery ist nicht in einem kreativen Brainstorming- oder Teamworkshop erledigt, sondern ein ",{"text":3627,"type":513,"marks":3628},"systematischer Prozess.",[3629],{"type":933},{"type":42,"content":3631},[3632],{"text":3633,"type":513},"Geschafft 😉",{"type":42,"content":3635},[3636],{"text":3637,"type":513},"In unserer Beitragsreihe zu den Themen Agile und Scrum folgt im August ein weiterer Beitrag, der sich mit der Rolle des Chief Product Officers auseinandersetzt.",{"type":42,"content":3639},[3640],{"text":3641,"type":513},"Wir werden beleuchten, wie Konfliktpotenzial vermieden werden kann, wenn strategische Unternehmensmaßnahmen, mangelnde Vorkenntnisse zu Scrum und unterschiedliche Generationen an Mitarbeitern aufeinandertreffen.","In diesem Beitrag wollen wir nun die richtigen Hebel für mehr Effektivität in agilen Produktteams finden. Inklusive Inhalte aus vergangenen Gesprächen mit Product Management Coaches, dem CDO der Klingel Gruppe sowie dem Vice President Product von auxmoney.",{"alt":2262,"src":3644,"name":30,"focus":30,"title":2262,"source":30,"filename":3644,"copyright":30,"fieldtype":49,"meta_data":3645,"is_external_url":81},"https://storage.googleapis.com/kk-website-assets/bOHlhZrO_title-agilitaet-teil1-Vrot-1620x500.jpg",{"alt":2262,"title":2262,"source":30,"copyright":30},[3647],"491d42eb-e892-4c21-bba7-75e8ea5c0bce",[3649,3653,3657,3661,3665],{"name":2731,"created_at":2732,"published_at":2733,"updated_at":2732,"id":2734,"uuid":2727,"content":3650,"slug":2738,"full_slug":2739,"sort_by_date":118,"position":2740,"tag_list":3651,"is_startpage":51,"parent_id":2742,"meta_data":118,"group_id":2743,"first_published_at":2744,"release_id":118,"lang":124,"path":118,"alternates":3652,"default_full_slug":118,"translated_slugs":118,"_stopResolving":81},{"_uid":2736,"component":2737},[],[],{"name":2747,"created_at":2748,"published_at":2733,"updated_at":2748,"id":2749,"uuid":2750,"content":3654,"slug":2753,"full_slug":2754,"sort_by_date":118,"position":2755,"tag_list":3655,"is_startpage":51,"parent_id":2742,"meta_data":118,"group_id":2757,"first_published_at":2744,"release_id":118,"lang":124,"path":118,"alternates":3656,"default_full_slug":118,"translated_slugs":118,"_stopResolving":81},{"_uid":2752,"component":2737},[],[],{"name":958,"created_at":2760,"published_at":2733,"updated_at":2760,"id":2761,"uuid":2762,"content":3658,"slug":2765,"full_slug":2766,"sort_by_date":118,"position":2767,"tag_list":3659,"is_startpage":51,"parent_id":2742,"meta_data":118,"group_id":2769,"first_published_at":2744,"release_id":118,"lang":124,"path":118,"alternates":3660,"default_full_slug":118,"translated_slugs":118,"_stopResolving":81},{"_uid":2764,"component":2737},[],[],{"name":2785,"created_at":2786,"published_at":2733,"updated_at":2786,"id":2787,"uuid":2788,"content":3662,"slug":2791,"full_slug":2792,"sort_by_date":118,"position":2793,"tag_list":3663,"is_startpage":51,"parent_id":2742,"meta_data":118,"group_id":2795,"first_published_at":2744,"release_id":118,"lang":124,"path":118,"alternates":3664,"default_full_slug":118,"translated_slugs":118,"_stopResolving":81},{"_uid":2790,"component":2737},[],[],{"name":2798,"created_at":2799,"published_at":2800,"updated_at":2801,"id":2802,"uuid":1751,"content":3666,"slug":2805,"full_slug":2806,"sort_by_date":118,"position":2807,"tag_list":3667,"is_startpage":51,"parent_id":2742,"meta_data":118,"group_id":2809,"first_published_at":2744,"release_id":118,"lang":124,"path":118,"alternates":3668,"default_full_slug":118,"translated_slugs":118,"_stopResolving":81},{"_uid":2804,"component":2737},[],[],[],[3671,3674,3678],{"_uid":3672,"link":3673,"text":2818,"component":59},"a061bd64-d75f-445a-af6d-acbe8bcb3192",{"id":2816,"url":2817,"linktype":31,"fieldtype":32,"cached_url":2817},{"_uid":3675,"link":3676,"text":442,"component":59},"093e1310-f57c-4c94-8e54-e1160157806c",{"id":2822,"url":2823,"linktype":31,"fieldtype":32,"cached_url":2823,"story":3677},{"name":442,"id":2825,"uuid":2822,"slug":440,"url":2823,"full_slug":2823,"_stopResolving":81},{"_uid":3679,"link":3680,"text":2262,"component":59},"5d3d12f1-3802-4be4-952a-ad22377812d9",{"id":2260,"url":3681,"linktype":31,"fieldtype":32,"cached_url":3681,"story":3682},"de/blog/product-development/tipps-agile-produktteams",{"name":2262,"id":2263,"uuid":2260,"slug":2264,"url":2265,"full_slug":2265,"_stopResolving":81},[],"17",[],[],-50,[3689,2838,2839,2840,2841,2842],"Bestätigungsfehler / Confirmation Bias (Behavior 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1 der Agile Blogpost-Serie gibt strategische Tipps, um Arbeitsweisen agiler Produktteams besser zum Unternehmenswachstum einzusetzen.","66a94ad6-5fa0-42af-bc82-c169017c929d",[3702,3721,3777,3828,4148,4242,4254,4339,4351,4397,4409],{"_uid":3703,"text":3704,"component":1474},"23fa7103-4c63-4df7-bf83-2309aa8ce49f",{"type":39,"content":3705},[3706,3711,3716],{"type":42,"attrs":3707,"content":3708},{"textAlign":118},[3709],{"text":3710,"type":513},"“Stell’ dir vor, du hockst in einer Falle und merkst es nicht.”",{"type":42,"attrs":3712,"content":3713},{"textAlign":118},[3714],{"text":3715,"type":513},"So könnte ich meine Eindrücke aus der Beobachtung vieler agiler Teams zusammenfassen, die alle nicht wirklich vorankommen. Ich bin kein Experte für Scrum oder Agile, ich bin maximal Anwender unterschiedlicher Methoden und meist eher Beobachter von außen.",{"type":42,"attrs":3717,"content":3718},{"textAlign":118},[3719],{"text":3720,"type":513},"Vielleicht sehe ich manche Dinge falsch oder du hast andere Beobachtungen – dann bereichere diesen Artikel gerne mit einem Kommentar.",{"_uid":3722,"icon":30,"text":3723,"image":3774,"theme":981,"component":2274,"action_buttons":3776,"image_position":2276},"361d3e70-2586-4d59-a6c3-3b480f5052fd",{"type":39,"content":3724},[3725],{"type":42,"attrs":3726,"content":3727},{"textAlign":118},[3728,3732,3733,3736,3743,3744,3747,3751,3757,3758,3761,3765,3770],{"text":3729,"type":513,"marks":3730},"Hinweis: Dies ist der erste Beitrag zur Serie “agile Produktentwicklung”.",[3731],{"type":933},{"type":1190},{"text":2901,"type":513,"marks":3734},[3735],{"type":933},{"text":3737,"type":513,"marks":3738}," Die strategische Ebene – finde heraus, warum agile Teams in einer Tretmühle stecken bzw. wie du interne Hürden besser erkennst.",[3739],{"type":3740,"attrs":3741},"textStyle",{"color":3742},"#000000",{"type":1190},{"text":2913,"type":513,"marks":3745},[3746],{"type":933},{"text":1188,"type":513,"marks":3748},[3749],{"type":3740,"attrs":3750},{"color":3742},{"text":3752,"type":513,"marks":3753},"Zeigt dir Lösungswege, wie du für mehr Effektivität in agilen Produktteams sorgst.",[3754],{"type":2238,"attrs":3755},{"href":2259,"uuid":2260,"anchor":118,"target":2242,"linktype":31,"story":3756},{"name":2262,"id":2263,"uuid":2260,"slug":2264,"url":2265,"full_slug":2265,"_stopResolving":81},{"type":1190},{"text":2920,"type":513,"marks":3759},[3760],{"type":933},{"text":1188,"type":513,"marks":3762},[3763],{"type":3740,"attrs":3764},{"color":3742},{"text":2925,"type":513,"marks":3766},[3767],{"type":2238,"attrs":3768},{"href":2929,"uuid":2154,"anchor":118,"target":2242,"linktype":31,"story":3769},{"name":2149,"id":2153,"uuid":2154,"slug":2831,"url":2832,"full_slug":2832,"_stopResolving":81},{"text":2932,"type":513,"marks":3771},[3772],{"type":3740,"attrs":3773},{"color":3742},{"id":118,"alt":118,"name":30,"focus":118,"title":118,"source":118,"filename":30,"copyright":118,"fieldtype":49,"meta_data":3775},{},[],{"_uid":3778,"text":3779,"component":1474},"42d0a6a2-5805-4e3b-9ef1-b5f235770b0e",{"type":39,"content":3780},[3781,3786,3796,3801,3806,3811,3816,3821,3826],{"type":925,"attrs":3782,"content":3783},{"level":997,"textAlign":118},[3784],{"text":3785,"type":513},"Die Situation: Wenn agile Arbeitsweisen zum Businessmarathon werden",{"type":42,"attrs":3787,"content":3788},{"textAlign":118},[3789,3791,3792],{"text":3790,"type":513},"Vielleicht geht es dir ja ähnlich, wenn du in einem agilen Team arbeitest. Ich beobachte regelmäßig Szenen wie diese:",{"type":1190},{"text":3793,"type":513,"marks":3794},"Es ist 11:34 Uhr und eigentlich sollte ich seit 4 Minuten im Sprint Refinement Meeting sein. Das letzte Meeting über unsere Tech Impediments hat einfach zu lange gedauert. Endlose Diskussionen über unser Tech Debt. Die Roadmap ist durchgeplant, unsere Velocity stimmt einfach noch nicht. Wie auch? Vor lauter Meetings schaffe ich es auch nicht wirklich gut, an den relevanten Themen zu arbeiten. Unser Management will die nächsten Sprints ein paar “strategisch wichtige Features” shippen. Ich arbeite an drei wichtigen Themen gleichzeitig. Es geht immer noch nicht schnell genug. Dabei war das Release letzte Woche schon echt auf Kante genäht, eigentlich brauchen wir noch einen Sprint, um das ganze ordentlich abzuliefern.",[3795],{"type":2181},{"type":42,"attrs":3797,"content":3798},{"textAlign":118},[3799],{"text":3800,"type":513},"Nächste Woche steht dann schon wieder OKR-Planung an, dabei hetzen wir den Key Results für das aktuelle Quartal noch hinterher. In den letzten drei Jahren hat das Management-Team insgesamt vier mal gewechselt. Jeder denkt, er kann es jetzt besser und bringt mal ein wenig mehr “Drive” rein. Eine Reorg folgt der anderen.",{"type":42,"attrs":3802,"content":3803},{"textAlign":118},[3804],{"text":3805,"type":513},"Die Shareholder machen Druck, ich kann das ja verstehen. Die wollen Wachstum und Profit sehen, wir hinken der Entwicklung gefühlt ein bis zwei Jahre hinterher.",{"type":42,"attrs":3807,"content":3808},{"textAlign":118},[3809],{"text":3810,"type":513},"Was soll’s, das Team ist ja motiviert. Wir stimmen immer Alles gemeinsam ab, das Team hält zusammen. So soll es sein – ich freue mich schon auf unseren Ideation-Workshop am Nachmittag. Wobei, da müsste ich eigentlich mal was Essen und aus dem Refinement werde ich auch nicht pünktlich rauskommen. Ahhhrg!",{"type":42,"attrs":3812,"content":3813},{"textAlign":118},[3814],{"text":3815,"type":513},"Das Gleiche gilt natürlich auch, wenn du agile Team führst und das alles eher aus einer anderen Perspektive beobachtest.",{"type":42,"attrs":3817,"content":3818},{"textAlign":118},[3819],{"text":3820,"type":513},"Dann sind es nur andere Meetings – und gleichzeitig bist du, der sich selbst zerreibende Puffer, zwischen dem Druck des Top-Managements und der Überlastung der Teams.",{"type":925,"attrs":3822,"content":3823},{"level":997,"textAlign":118},[3824],{"text":3825,"type":513},"Die Symptome: der “Brigitte-Test” zum agilen Alltag",{"type":42,"attrs":3827},{"textAlign":118},{"_uid":3829,"caption":30,"columns":3830,"headline":30,"component":4147,"horizontally_scrollable":51},"6b8c3ba3-2ad1-4500-8ef2-315515290eb3",[3831,3979,4063],{"_uid":3832,"cells":3833,"heading":30,"component":3978},"fce3a2e8-129d-4484-a7e5-87c287cdcef7",[3834,3844,3853,3862,3871,3880,3888,3897,3906,3915,3924,3933,3942,3951,3960,3969],{"_uid":3835,"text":3836,"component":3843},"73a8e9a4-d6fa-4ec0-8bf7-467086e57948",{"type":39,"content":3837},[3838],{"type":42,"attrs":3839,"content":3840},{"textAlign":118},[3841],{"text":3842,"type":513},"Ich verbringe +50% meiner Zeit in Meetings\t","richtext-table__cell",{"_uid":3845,"text":3846,"component":3843},"edb82750-068f-4d05-8314-5a217ed01cae",{"type":39,"content":3847},[3848],{"type":42,"attrs":3849,"content":3850},{"textAlign":118},[3851],{"text":3852,"type":513},"Wenn wir ein Feature geshippt haben, geht es weiter zum nächsten Thema auf der Roadmap\t",{"_uid":3854,"text":3855,"component":3843},"face7f9b-d79d-4c93-9c94-87544dc9ce15",{"type":39,"content":3856},[3857],{"type":42,"attrs":3858,"content":3859},{"textAlign":118},[3860],{"text":3861,"type":513},"Viele Ideen in unserer Roadmap werden uns vorgegeben\t",{"_uid":3863,"text":3864,"component":3843},"b6d6dd0f-634b-4145-804d-6ff4f4b09553",{"type":39,"content":3865},[3866],{"type":42,"attrs":3867,"content":3868},{"textAlign":118},[3869],{"text":3870,"type":513},"Wir hinken unseren Zielen oft hinterher\t",{"_uid":3872,"text":3873,"component":3843},"c5030248-ce95-4311-a515-0ea37d1125f8",{"type":39,"content":3874},[3875],{"type":42,"attrs":3876,"content":3877},{"textAlign":118},[3878],{"text":3879,"type":513},"Die Backlogs sind voll mit Kleinkram\t",{"_uid":3881,"text":3882,"component":3843},"8312318f-6b04-455d-861e-1f98a4b4d0de",{"type":39,"content":3883},[3884],{"type":42,"attrs":3885,"content":3886},{"textAlign":118},[3887],{"text":3879,"type":513},{"_uid":3889,"text":3890,"component":3843},"077cc5f4-0312-4e9a-9659-3386afe68188",{"type":39,"content":3891},[3892],{"type":42,"attrs":3893,"content":3894},{"textAlign":118},[3895],{"text":3896,"type":513},"Die Discovery kommt gefühlt immer zu kurz\t",{"_uid":3898,"text":3899,"component":3843},"142842a0-4834-432c-94aa-bbedaf497009",{"type":39,"content":3900},[3901],{"type":42,"attrs":3902,"content":3903},{"textAlign":118},[3904],{"text":3905,"type":513},"Für Iterationen und Optimierungen gibt es zu wenig Priorität, Zeit oder Fokus\t",{"_uid":3907,"text":3908,"component":3843},"934d51bf-62c4-485e-9304-d4ab3cfcdd49",{"type":39,"content":3909},[3910],{"type":42,"attrs":3911,"content":3912},{"textAlign":118},[3913],{"text":3914,"type":513},"Kontrastreiche Änderungen sind schwierig umzusetzen, wir müssen uns mit vielen Stakeholdern abstimmen\t",{"_uid":3916,"text":3917,"component":3843},"fab74593-1aa2-448e-ada5-0a1db84098a0",{"type":39,"content":3918},[3919],{"type":42,"attrs":3920,"content":3921},{"textAlign":118},[3922],{"text":3923,"type":513},"Wir fokussieren uns als Team lieber auf die Metriken und Micro-Conversions, die wir wirklich beeinflussen können\t",{"_uid":3925,"text":3926,"component":3843},"4d1ffefd-96b9-4b98-a25b-d48723ea1803",{"type":39,"content":3927},[3928],{"type":42,"attrs":3929,"content":3930},{"textAlign":118},[3931],{"text":3932,"type":513},"Wir können die Outcomes unserer Arbeit eigentlich gar nicht direkt messen\t",{"_uid":3934,"text":3935,"component":3843},"a3e96ac7-4aa4-4680-ba2f-b79d141da3dc",{"type":39,"content":3936},[3937],{"type":42,"attrs":3938,"content":3939},{"textAlign":118},[3940],{"text":3941,"type":513},"Die meisten Ziele und Key Results fokussieren sich auf die Fertigstellung von Features (Output)\t",{"_uid":3943,"text":3944,"component":3843},"db6f6e79-7253-4087-a3b9-33d67f2713c5",{"type":39,"content":3945},[3946],{"type":42,"attrs":3947,"content":3948},{"textAlign":118},[3949],{"text":3950,"type":513},"Wenn die ganzen Abhängigkeiten nicht wären, würde ich ganz andere Dinge angehen\t",{"_uid":3952,"text":3953,"component":3843},"b77e9f77-def1-4fff-9421-918b4c160d92",{"type":39,"content":3954},[3955],{"type":42,"attrs":3956,"content":3957},{"textAlign":118},[3958],{"text":3959,"type":513},"Wir machen zwar viel User Research, ich habe jedoch weniger als 10% Zeit dafür, live dabei zu sein, ich schaue mir bei Bedarf die Ergebnispräsentation später an\t",{"_uid":3961,"text":3962,"component":3843},"34108f49-f21d-412b-858b-f00b666d903d",{"type":39,"content":3963},[3964],{"type":42,"attrs":3965,"content":3966},{"textAlign":118},[3967],{"text":3968,"type":513},"Es gibt ab und zu unterschiedliche Ideen, wie wir etwas umsetzen, dann machen wir einen A/B-Test um mit den Daten zu sehen, welche die bessere Idee gewesen ist\t",{"_uid":3970,"text":3971,"component":3843},"6097da30-ac7d-4209-9a9e-dfeb472bd32a",{"type":39,"content":3972},[3973],{"type":42,"attrs":3974,"content":3975},{"textAlign":118},[3976],{"text":3977,"type":513},"Mit echten Kunden habe ich selten direkten 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ja","richtext-table",{"_uid":4149,"text":4150,"component":1474},"2af2e092-fc60-4bdf-9b88-4e1a171982cc",{"type":39,"content":4151},[4152,4163,4174,4179,4184,4194,4201,4206,4211,4216,4225,4227,4232,4234],{"type":42,"attrs":4153,"content":4154},{"textAlign":118},[4155,4157,4161],{"text":4156,"type":513},"Du hast ",{"text":4158,"type":513,"marks":4159},"weniger als 4x „eher Ja“",[4160],{"type":933},{"text":4162,"type":513}," angekreuzt? Glückwunsch, hol’ dir lieber einen Kaffee anstatt das hier weiter zu lesen.",{"type":42,"attrs":4164,"content":4165},{"textAlign":118},[4166,4168,4172],{"text":4167,"type":513},"Falls du ",{"text":4169,"type":513,"marks":4170},"mehr als 4x “Eher Ja”",[4171],{"type":933},{"text":4173,"type":513}," angekreuzt hast, gibt es stichhaltige Symptome für fehlende Effektivität.",{"type":42,"attrs":4175,"content":4176},{"textAlign":118},[4177],{"text":4178,"type":513},"Die Organisation in der du arbeitest, legt ihren Fokus auf Effizienz, also darauf, “die Dinge richtig zu tun”.",{"type":42,"attrs":4180,"content":4181},{"textAlign":118},[4182],{"text":4183,"type":513},"Doch die Kräfte, die am Werk sind, verhindern das Vorankommen im Sinne von “die richtigen Dinge” tun. Dabei ist es prinzipiell egal, ob die Organisation agil ist oder nicht – es ist rein die Größe und die Komplexität, manchmal auch falsche Ziele oder ein falscher Managementstil, die es der Effektivität schwer machen.",{"type":42,"attrs":4185,"content":4186},{"textAlign":118},[4187,4188,4192],{"text":4167,"type":513},{"text":4189,"type":513,"marks":4190},"mehr als 8x “Eher Ja”",[4191],{"type":933},{"text":4193,"type":513}," angekreuzt hast, ist das Problem wirklich mehr als deutlich, es könnte auch als pathologisch bezeichnet werden.",{"type":925,"attrs":4195,"content":4196},{"level":997,"textAlign":118},[4197],{"text":4198,"type":513,"marks":4199},"Das eigentliche Problem: Effektivität und Effizienz",[4200],{"type":933},{"type":42,"attrs":4202,"content":4203},{"textAlign":118},[4204],{"text":4205,"type":513},"Es sind zwei Kräfte in jeder Organisation am Werk – das Streben nach Effizienz und Effektivität. Du kennst das, wenn mal wieder ein Geschäftsführer eine wilde Idee hat und sie mit viel Druck umgesetzt haben möchte – das ist der Wunsch nach Effektivität. Oder wenn jemand Abläufe optimieren möchte – das ist der Wunsch nach Effizienz.",{"type":42,"attrs":4207,"content":4208},{"textAlign":118},[4209],{"text":4210,"type":513},"Solange eine Organisation klein und jung ist, gibt es viele gute Ideen, wenig Abstimmungsaufwand und geringe Komplexität. Die Effektivität kann sich ungehindert entfalten.",{"type":42,"attrs":4212,"content":4213},{"textAlign":118},[4214],{"text":4215,"type":513},"Doch sobald es in die “Skalierung” geht und die Organisation immer größer wird, gibt es immer mehr Abstimmungsbedarf, immer mehr Teams – die Verantwortungsbereiche, an denen gearbeitet wird, werden durch eine Granularisierung immer kleiner. Viele agile Teams können zwar ihre Effizienz steigern (“Velocity”, “Story Points”, “Get Shit Done”), aber es fällt schwer, die Effektivität zu erreichen, die es zu Beginn vielleicht einmal gab. Dabei sollten agile Methoden, wie Scrum, ursprünglich die Effektivität steigern.",{"type":2172,"content":4217},[4218],{"type":42,"attrs":4219,"content":4220},{"textAlign":118},[4221],{"text":4222,"type":513,"marks":4223},"“Ohne Effektivität ergibt Effizienz wenig Sinn, das wissen wir schon seit Peter Drucker.”",[4224],{"type":2181},{"type":42,"attrs":4226},{"textAlign":118},{"type":42,"attrs":4228,"content":4229},{"textAlign":118},[4230,4231],{"type":1190},{"text":3035,"type":513},{"type":42,"attrs":4233},{"textAlign":118},{"type":42,"attrs":4235,"content":4236},{"textAlign":118},[4237,4239,4240],{"text":4238,"type":513},"Doch was genau passiert, wenn Effektivität verloren geht?",{"type":1190},{"text":4241,"type":513},"Schauen wir uns einfach an, warum die Kombination aus Effizienz und Effektivität so wichtig ist:",{"_uid":4243,"image":4244,"caption":4248,"component":1516},"f644ece8-26ef-4496-8b92-32d89f9adb61",{"alt":4245,"src":4246,"name":30,"focus":30,"title":118,"source":30,"filename":4246,"copyright":30,"fieldtype":49,"meta_data":4247,"is_external_url":81},"Definition Effizienz und Effektivität","https://storage.googleapis.com/kk-website-assets/EDbtwtG8_definition-effizienz-effektivitaet-digitalisierung-agile-produktteams-ecommerce.png",{"alt":4245,"title":118,"source":30,"copyright":30},{"type":39,"content":4249},[4250],{"type":42,"content":4251},[4252],{"text":4253,"type":513},"Abb 1: Erklärung Effizienz und Effektivität, aus",{"_uid":4255,"text":4256,"component":1474},"df06942d-0897-4dd8-aeb0-5d91888cfa4b",{"type":39,"content":4257},[4258,4262,4266,4333],{"type":42,"content":4259},[4260],{"text":4261,"type":513},"Das ist die abstrakte Ebene der beiden Begriffsdefinitionen.",{"type":42,"content":4263},[4264],{"text":4265,"type":513},"Doch was bedeutet das, bezogen auf Organisationen und Produktteams, konkret?",{"type":2200,"attrs":4267,"content":4268},{"order":927,"tight":51},[4269,4289,4301,4313],{"type":2204,"content":4270},[4271],{"type":42,"content":4272},[4273,4275,4281,4283,4287],{"text":4274,"type":513},"Unten links: Die Falle, in der sich die meisten traditionellen Unternehmen befinden. ",{"text":4276,"type":513,"marks":4277},"Keine Agilität und kein Mut",[4278],{"type":2238,"attrs":4279},{"href":4280,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.konversionskraft.de/strategie/cro-teufelskreis.html",{"text":4282,"type":513},", Dinge kontrastreich zu ändern. Nichts geht wirklich voran. Ich nenne den Quadranten die ",{"text":4284,"type":513,"marks":4285},"“Tradition-Trap”",[4286],{"type":933},{"text":4288,"type":513}," weil nichts geändert wird.",{"type":2204,"content":4290},[4291],{"type":42,"content":4292},[4293,4295,4299],{"text":4294,"type":513},"Oben rechts das exakte Gegenteil: Die Champions, Vorzeigebeispiele, Best-Practices und schimmernden Sterne der kontinuierlichen Produktinnovationen. Fast jede Branche hat so einen Vorzeigebeispiel für einen Digitalen ",{"text":4296,"type":513,"marks":4297},"“Growth-Star”",[4298],{"type":933},{"text":4300,"type":513},". Sie iterieren und optimieren schnell und bringen gleichzeitig im Quartalsrhythmus kontrastreiche Innovationen auf die Straße.",{"type":2204,"content":4302},[4303],{"type":42,"content":4304},[4305,4307,4311],{"text":4306,"type":513},"Oben links: Es war schwer, konkrete Beispiele für “etwas mutigere” aber dennoch traditionelle Unternehmen zu finden. BMW hat zum Beispiel mit dem i3 schon vor Jahren eines der ersten deutschen Elektroautos gebaut – eine kontrastreiche Innovation – aber leider daran seither wenig verbessert, da es seither keine effiziente Weiterentwicklung in Form von Innovationszyklen gab. Ich nenne diesen Quadranten die ",{"text":4308,"type":513,"marks":4309},"“Perfection-Trap”",[4310],{"type":933},{"text":4312,"type":513},", denn es ist letztlich fehlende Effizienz bei der kontinuierlichen inkrementellen Weiterentwicklung, die hier fehlt.",{"type":2204,"content":4314},[4315],{"type":42,"content":4316},[4317,4319,4325,4327,4331],{"text":4318,"type":513},"Unten rechts: Die nach Effizienz strebenden Organisationen, die zwar kontinuierlich an ihren Produkten arbeiten und “streamlinen” aber derart auf Delivery fokussiert sind, dass ihnen die relevanten kontrastreichen Produktinnovationen verloren gehen. Dieser Quadrant wurde von ",{"text":4320,"type":513,"marks":4321},"Melissa Perri",[4322],{"type":2238,"attrs":4323},{"href":4324,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.amazon.de/Escaping-Build-Trap-Effective-Management/dp/149197379X",{"text":4326,"type":513}," bereits ",{"text":4328,"type":513,"marks":4329},"“Build Trap”",[4330],{"type":933},{"text":4332,"type":513}," getauft – ich borge mir diesen Namen einfach von ihr.",{"type":42,"content":4334},[4335],{"text":4336,"type":513,"marks":4337},"Die vier Felder in Bezug auf Vitalität und Wachstum der Organisation:",[4338],{"type":933},{"_uid":4340,"image":4341,"caption":4345,"component":1516},"4e127d87-35c7-4945-95bf-126a1f501227",{"alt":4342,"src":4343,"name":30,"focus":30,"title":118,"source":30,"filename":4343,"copyright":30,"fieldtype":49,"meta_data":4344,"is_external_url":81},"Methodische Einschätzung des Unternehmenswachstums durch Effizienz und Effektivität","https://storage.googleapis.com/kk-website-assets/JdOvf55a_methodische-einschaetzung-vitalitaet-unternehmenswachstum-effiziens-effektivitaet-agiler-teams-820x367.png",{"alt":4342,"title":118,"source":30,"copyright":30},{"type":39,"content":4346},[4347],{"type":42,"content":4348},[4349],{"text":4350,"type":513},"Abb. 2: Beispielhafte Verortung unterschiedlicher Unternehmen in den vier Quadranten. Wichtig: Die Zuordnung der Unternehmen sind exemplarisch auf Basis persönlicher Wahrnehmung und nicht empirisch validiert.",{"_uid":4352,"text":4353,"component":1474},"9a2c722e-c251-4fd6-b564-7a0fe0d468fd",{"type":39,"content":4354},[4355,4383,4393],{"type":42,"content":4356},[4357,4359,4363,4365,4369,4371,4375,4377,4381],{"text":4358,"type":513},"Erklärung: Mozilla veröffentlicht im Monatstakt Updates ihres Produktes ",{"text":4360,"type":513,"marks":4361},"“Firefox”",[4362],{"type":933},{"text":4364,"type":513},", bewegt sich aber am Markt nicht signifikant voran. ",{"text":4366,"type":513,"marks":4367},"Dropbox",[4368],{"type":933},{"text":4370,"type":513}," veröffentlicht ebenso schnell kontrastreichere Innovationen – kommt aber auch nicht weiter. Zuletzt musste das Unternehmen sogar einen Umsatzrückgang verzeichnen. Von Nokia müssen wir nicht sprechen, ",{"text":4372,"type":513,"marks":4373},"VW",[4374],{"type":933},{"text":4376,"type":513}," hat sehr spät auf Elektromobilität reagiert und wird langsam schneller als ",{"text":4378,"type":513,"marks":4379},"BMW",[4380],{"type":933},{"text":4382,"type":513}," – hat aber bisher außer dem E-Golf und dem eUp noch kein EV auf der Straße. Eventuell tauschen BMW und VW auch bald Plätze oder BMW ist schon längst wieder nach unten gerutscht – wer weiß das schon so genau.",{"type":42,"content":4384},[4385,4387,4391],{"text":4386,"type":513},"Ich hoffe aber, die Illustration gibt dir ein grobes Verständnis der drei “Todeszonen”, du kannst ja aus Spaß mal ",{"text":4388,"type":513,"marks":4389},"die jeweiligen Wachstumsraten der Unternehmen",[4390],{"type":933},{"text":4392,"type":513}," im Internet recherchieren.",{"type":42,"content":4394},[4395],{"text":4396,"type":513},"Woher kommt das? Immer wieder ist von Innovations- und Fehlerkultur die Rede. Wir haben diese Faktoren erst kürzlich selbst auf internationaler Ebene untersucht.",{"_uid":4398,"image":4399,"caption":4403,"component":1516},"8204c5b7-fcb8-44ac-8b9c-74daf8a852a1",{"alt":4400,"src":4401,"name":30,"focus":30,"title":118,"source":30,"filename":4401,"copyright":30,"fieldtype":49,"meta_data":4402,"is_external_url":81},"Innovationskultur deutscher Unternehmen im internationalen Vergleich","https://storage.googleapis.com/kk-website-assets/mknmnT8p_innovationskultur-deutscher-unternehmen-internationaler-vergleich-benchmark.png",{"alt":4400,"title":118,"source":30,"copyright":30},{"type":39,"content":4404},[4405],{"type":42,"content":4406},[4407],{"text":4408,"type":513},"Abb 3: Benchmarking der Innovationskultur im internationalen Vergleich in unserer",{"_uid":4410,"text":4411,"component":1474},"7fee88c0-e5f2-4e62-a812-8e716fabb791",{"type":39,"content":4412},[4413,4440,4445,4450,4455,4460,4465,4470,4479,4486,4515,4524,4531,4536,4541,4546,4551,4556,4561,4570,4580,4596],{"type":42,"attrs":4414,"content":4415},{"textAlign":118},[4416,4418,4430,4432,4438],{"text":4417,"type":513},"In unserem internationalen Netzwerk, der GO>Group haben wir gemeinsam mit den Kollegen aus USA, UK und Australien in einem standardisierten Fragebogen die Kultur des Experimentierens im Gegensatz zum ",{"text":4419,"type":513,"marks":4420},"Perfektionismus",[4421],{"type":2238,"attrs":4422},{"href":4423,"uuid":4424,"anchor":118,"target":2242,"linktype":31,"story":4425},"/de/innovation-management/wachstumsstudie-perfektionismus-schadet-innovation","40154b43-cd6b-49e2-9d1f-987e8a8b267b",{"name":4426,"id":4427,"uuid":4424,"slug":4428,"url":4429,"full_slug":4429,"_stopResolving":81},"Wachstumsstudie: Perfektionismus kostet deutsche Unternehmen Milliarden an digitalem Wachstum",101808488030704,"wachstumsstudie-perfektionismus-schadet-innovation","de/innovation-management/wachstumsstudie-perfektionismus-schadet-innovation",{"text":4431,"type":513}," analysiert. Es ist kein Wunder, dass Deutschland signifikant auf dem letzten Platz gelandet ist. Laut Forrester ",{"text":4433,"type":513,"marks":4434},"wachsen die Growth-Stars pro Jahr um ca. 1.1 Billionen US Dollar Umsatz schneller",[4435],{"type":2238,"attrs":4436},{"href":4437,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://go.forrester.com/press-newsroom/insights-driven-businesses-will-take-1-2-trillion-a-year-by-2020/",{"text":4439,"type":513}," als die paralysierten Organisationen in den anderen Quadranten, in Deutschland scheint es eine besonders hohe Anfälligkeit für kulturelle Defizite zu geben.",{"type":42,"attrs":4441,"content":4442},{"textAlign":118},[4443],{"text":4444,"type":513},"Für dich äußert sich das Problem in Form der oben beschriebenen Symptome, die sich eventuell wie eine Tretmühle anfühlen – für die Organisation als Ganzes ist das Problem hingegen eine ernstzunehmende Bedrohung.",{"type":42,"attrs":4446,"content":4447},{"textAlign":118},[4448],{"text":4449,"type":513},"Shareholder und Top-Management sind sich dieser Misere durchaus bewusst und machen daher noch mehr Druck. Sie wollen mit aller Kraft “nach oben” – dabei machen sie das Problem damit noch schlimmer.",{"type":42,"attrs":4451,"content":4452},{"textAlign":118},[4453],{"text":4454,"type":513},"“Agile” wird als Heilsbringer gesehen.",{"type":42,"attrs":4456,"content":4457},{"textAlign":118},[4458],{"text":4459,"type":513},"Roadmaps und Meilensteine werden vorgegeben, viele Innovationen und Feature-Ideen sind auf einmal “strategisch gewünscht”, es geht um Monetarisierung und die ganze Unternehmensstrategie.",{"type":42,"attrs":4461,"content":4462},{"textAlign":118},[4463],{"text":4464,"type":513},"Traditionelle Führung trifft auf neue Paradigmen.",{"type":925,"attrs":4466,"content":4467},{"level":997,"textAlign":118},[4468],{"text":4469,"type":513},"Das Problem an dem Problem: Output vs. Outcome",{"type":2172,"content":4471},[4472],{"type":42,"attrs":4473,"content":4474},{"textAlign":118},[4475],{"text":4476,"type":513,"marks":4477},"“Viele Produktteams sind Featureteams und produzieren Output aber keinen Outcome.”",[4478],{"type":2181},{"type":42,"attrs":4480,"content":4481},{"textAlign":118},[4482,4485],{"type":2319,"attrs":4483},{"id":118,"alt":118,"src":2321,"title":118,"source":30,"copyright":30,"meta_data":4484},{"alt":118,"title":118,"source":30,"copyright":30},{"text":2324,"type":513},{"type":42,"attrs":4487,"content":4488},{"textAlign":118},[4489,4491,4497,4499,4505,4507,4513],{"text":4490,"type":513},"Die Produktwelt diskutiert bereits länger das “Output vs. Outcome” Problem, Marty Cagan hat zum Beispiel Ende 2018 sein Konzept der “",{"text":4492,"type":513,"marks":4493},"Empowered Product Teams",[4494],{"type":2238,"attrs":4495},{"href":4496,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://svpg.com/empowered-product-teams/",{"text":4498,"type":513},"” veröffentlicht. Melissa Perri spricht von der ",{"text":4500,"type":513,"marks":4501},"Build Trap",[4502],{"type":2238,"attrs":4503},{"href":4504,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.produktbezogen.de/escaping-the-build-trap-melissa-perri/",{"text":4506,"type":513},", John Cutler spricht von der “",{"text":4508,"type":513,"marks":4509},"Feature Factory",[4510],{"type":2238,"attrs":4511},{"href":4512,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://cutle.fish/blog/12-signs-youre-working-in-a-feature-factory",{"text":4514,"type":513},"”. Im Grunde geht es darum, dass die Produktteams überhaupt keinen echten Wert produzieren (Outcomes) sondern eben nur Features (Output).",{"type":2172,"content":4516},[4517],{"type":42,"attrs":4518,"content":4519},{"textAlign":118},[4520],{"text":4521,"type":513,"marks":4522},"“Je reifer die Produktorganisation, desto schwieriger der Spagat zwischen Agiler Produktwelt und Growth. Startups, die noch auf einer grünen Wiese agieren, können aufgrund weniger Abhängigkeiten effektiver operieren.”",[4523],{"type":2181},{"type":42,"attrs":4525,"content":4526},{"textAlign":118},[4527,4530],{"type":2319,"attrs":4528},{"id":118,"alt":3231,"src":3232,"title":118,"source":30,"copyright":30,"meta_data":4529},{"alt":3231,"title":118,"source":30,"copyright":30},{"text":3235,"type":513},{"type":42,"attrs":4532,"content":4533},{"textAlign":118},[4534],{"text":4535,"type":513},"Als Optimierer und Unternehmer, angetrieben von einem (hoffentlich) gesundem Menschenverstand und nicht von irgendeiner Lehre oder Ideologie, war mir selbst lange nicht klar, wie so etwas passieren kann.",{"type":42,"attrs":4537,"content":4538},{"textAlign":118},[4539],{"text":4540,"type":513},"Mit wenigen Experimenten und einer systematischen Analyse (aka “Product Discovery”) gelingen mir und meinem Team fast immer zweistellige Uplifts innerhalb von maximal 2 Quartalen – maximaler Outcome, maximale Effektivität.",{"type":42,"attrs":4542,"content":4543},{"textAlign":118},[4544],{"text":4545,"type":513},"Woran liegt das?",{"type":42,"attrs":4547,"content":4548},{"textAlign":118},[4549],{"text":4550,"type":513},"Ist der Blick, den Growth-Hacker, Optimierer und externe Berater haben einfach hilfreicher?",{"type":42,"attrs":4552,"content":4553},{"textAlign":118},[4554],{"text":4555,"type":513},"Nein, nicht zwingend.",{"type":42,"attrs":4557,"content":4558},{"textAlign":118},[4559],{"text":4560,"type":513},"Auch diese Methodik würde unter einer Skalierung leiden. Aber es ergibt Sinn darüber nachzudenken, welche Erfolgsfaktoren aus der Optimiererwelt in der Welt agiler Produktteams helfen können, ebenfalls mehr Outcome zu produzieren. Vielleicht fehlt dem Management nur ein Indikator oder das Gefühl und Vertrauen, dass die Produktteams grundsätzlich Outcomes liefern können?",{"type":2172,"content":4562},[4563],{"type":42,"attrs":4564,"content":4565},{"textAlign":118},[4566],{"text":4567,"type":513,"marks":4568},"“Nachhaltige Wege heraus aus der Misere finden nur diejenigen, die die eigentliche Herausforderung durchdringen und dazu passende Lösungen erarbeiten.“",[4569],{"type":2181},{"type":42,"attrs":4571,"content":4572},{"textAlign":118},[4573,4578],{"type":2319,"attrs":4574},{"id":118,"alt":4575,"src":4576,"title":118,"source":30,"copyright":30,"meta_data":4577},"André Morys","https://storage.googleapis.com/kk-website-assets/fR83SuMs_andre-morys-grunder-geschaeftsfuehrer-konversionskraft.png",{"alt":4575,"title":118,"source":30,"copyright":30},{"text":4579,"type":513},"André Morys, der sich in seinem eigenen Blogpost selbst zitiert.",{"type":42,"attrs":4581,"content":4582},{"textAlign":118},[4583,4585,4594],{"text":4584,"type":513},"Kann man also die agile Produktwelt mit der Optimierer-, A/B-Test- und Growth-Hacking Welt verbinden? Das thematisieren wir unter anderem in einem Videokurs des ",{"text":4586,"type":513,"marks":4587},"Ambassador Programms",[4588],{"type":2238,"attrs":4589},{"href":4590,"uuid":389,"anchor":118,"target":2242,"linktype":31,"story":4591},"/de/growth-ambassador-community",{"name":391,"id":4592,"uuid":389,"slug":4593,"url":390,"full_slug":390,"_stopResolving":81},62086251701816,"growth-ambassador-community",{"text":4595,"type":513},". Das Programm ermöglicht dir zudem regelmäßigen Austausch mit anderen Fach- und Führungskräften über Agilität in Teams. Bewirb dich jetzt, um deine Erfahrungen zu teilen!",{"type":42,"attrs":4597,"content":4598},{"textAlign":118},[4599,4606],{"text":4600,"type":513,"marks":4601},"Entdecke im zweiten Beitrag unserer Agile-Serie",[4602,4605],{"type":2238,"attrs":4603},{"href":4604,"uuid":118,"anchor":118,"target":118,"linktype":136},"https://www.konversionskraft.de/strategie/tipps-agile-produktteams.html",{"type":933},{"text":4607,"type":513,"marks":4608}," die 5 Kernproblemfelder und Lösungen, wie du für mehr Effektivität in agilen Produktteams sorgst.",[4609],{"type":933},"Der erste Beitrag zur Serie “agile Produktentwicklung”: die strategische Ebene. Beitrag 2: Zeigt Lösungswege, wie du für mehr Effektivität in agilen Produktteams sorgst. 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