Who let the dogs out?
When Jakob Hirn and Olaf Hermann were working together in quite a big “Corporate” company they tried pioneering “agile ways of workings”. But working together with 750 other engineers spread over different countries and using quite some digital tools was quite challenging. After a few years, they concluded that if only their teams were working “agile” it didn't make any sense. So their drive to work in a different way sparked a new adventure: Why not start for ourselves and build something from the ground up?
unFIXing a Swiss insurance company
The Swiss Re Group is one of the world's leading providers of reinsurance, insurance, and other forms of insurance-based risk transfer, working to make the world more resilient. The aim of the Swiss Re Group is to enable society to thrive and progress, creating new opportunities and solutions for its clients.
Just Enough Roles: Less Is More
Sometimes, roles are helpful; sometimes, they are not. The challenge in organization design is to strike a balance between clarity and flexibility. The set of Role Attributes in the unFIX Model can help you with that.
Worldline’s unFIX Journey
Worldline is the leading payments company in Europe and they are also pioneering the way they work!
unFIX at VRT NU/VRT MAX (Case Study)
When working in an agile context, a lot of the unFIX patterns will probably feel very familiar. They make for a flexible toolkit that can be used to describe a wide variety of organization forms.
BBVA Next Technologies Unfixed (Case Study of a FinTech Unit)
I evaluated the current organizational structure of BBVA Next Technologies and what I found was organized chaos. And I mean that in the best possible way! 😁
Let’s Unfix McKinsey’s Helix Organization
Every point McKinsey lists as a difference to a matrix is an almost exact description of a matrix. And that’s fake agile. Or, as some people call it, agile theatre.
Pipedrive Unfixed (Case Study of a Unicorn Company)
Fast-growing scale-ups don't use SAFe or LeSS because such agile frameworks are not agile enough. You don't become a unicorn company in 500 sprints.
Let’s Unfix Holacracy
You don’t create a happy culture by rolling in the consultants, toppling the autocratic managers, installing a democratic system, and pulling out. I’m not touching a tool that’s so fundamentally flawed.
Let’s Unfix the Spotify Model
The Spotify model was described as a snapshot of what Spotify was doing ten years ago. It’s time to upgrade!
Let’s Unfix the Scaled Agile Framework (SAFe)
It is worth investigating how SAFe compares to unFIX. The question keeps coming up, so let's tackle it. What are the differences?
The unFIX Model
It is time for an alternative to SAFe, LeSS, Holacracy, Management 3.0, the Spotify model, and matrix organizations. We need something that takes flexibility to a new level, and that embraces hybrid working as the new normal. Here is my suggestion. I call it unFIX.
The unFIX Model for Versatile Organizations
The unFIX model as described here is ready for a future of dynamic reteaming, team topologies, and hybrid working. It allows a company to become a genuinely versatile organization.