2011 a series of Advanced Scrum Master / Product Owner courses in a large telecom company.
Starting 2010 hands-on coaching for teams, product owners, line managers at several sites of a product development organization. Planning a scalable Agile process and it's deployment.
2010 A long training program for the Agile coach network of a large SW company.
2010 two top teams of a SW company joined by their own decision. However, things didn't go smoothly so Team Therapy was needed.
2009 a small but profitable company needed to renew their really old production IT system. We coached the company and the project manager to own their system project in the Agile way.
2006-2008 I worked in the "Flexible Company Team", that supported the Nokia Networks and later Nokia Siemens Networks in the organization wide Agile transformation. We supported Scrum teams, product owners and local change processes together with a dozen world class consultants.
148 program managers at Nokia Networks participated in the Constructor training program during 2002-2006. 13 groups of 12 participants took 10 days of Time To Think. We dived deep into organizational culture, group dynamics, individual behavior and business, at everyones' own context. We had dialogue with the top management, networked and recharged. My role was the main coach and organizer. Feedback "return on investment" was 4.5 / 5.
Continuous Conscious Work Development 1998-2002 was a cultural transformation program in a business unit of 1000 people of Nokia Networks. It created a significant cultural change and greatly improved change resilience of the organization. The diverse program team created an optimal local approach. About 120 change agents, from designers to managers, participated a 7 day tailored training program, and were driving a cultural change in their own teams. Feedback mean 5.31/6, median 6/6, minimum 4/6. I was the second man of the transformation and the coach in most of the training groups.
2001-2002 I was coaching the program manager and the management team of a 300 man-year program. The work consisted of facilitating workshops and counseling management team meetings. The program manager received Nokia Networks leadership Award in Oct 2002, applied by the program staff.
Around the year 2000 a major reorganization completely mixed the product development organization of 600 people. The work was expected to continue with no interruptions. The coaching enabled the fast ramp up of the distributed quality team of 20 people.
The customer organizations range from a few employees to thousands, individual roles being program managers, line managers, Scrum masters, Product Owners, other coaches and C-level managers.
I have facilitated Open Space conferences with a few hundred people and co-arranged a couple of international conferences with 200-400 participants.
