If we always want to be perfect, we can’t work productively. So we have to get rid of our perfectionism if we want to become successful.

When organizations want or need to change, the focus is often on efficiency, competitiveness and innovation. However, the potential that arises from the players themselves, when corporate change is accompanied across all levels and targeted development spaces are created, is often still neglected. One role that can create these spaces is the Agile Coach. We spoke to Christian Konz, who plays this role u.a. in an internationally active family business in the industrial sector.

Encouraging self-organized, responsible and meaningful thinking and action

ibo-Blog: Mr. Konz, how did you actually become an Agile Coach?
Christian Konz: That's a good question, because I have several answers to it at once. At my last employer, after a short probationary period, I was simply assigned this role within the company. Whether it's because of my skills or whether it's simply easier to pronounce than my official job title of "In-house Agile Consultant", that's for others to judge. In the meantime, I was also active as a Scrum Master. And I was also an Agile Transformation Coach. The role of Agile Coach is difficult to define or delimit in practice, it is neither an official job title nor is there an institutionalized job description behind it – ultimately, anyone can call themselves this or something else.

Security has always been a top priority in the financial industry. But proven IT protection mechanisms such as web application firewalls, two-factor authentication or CAPTCHAs can no longer adequately fend off modern attack methods. This is because cybercriminal attackers are increasingly exploiting inherent vulnerabilities that arise from current business processes and cannot be patched in a traditional sense. This requires new approaches to solving the problem.