Whether you are a small advertising and digital agency or the advertising department of a large corporation, it is important to develop sustainable concepts that allow you to make the most of the opportunities presented by the digital transformation. This article focuses on the model of corporate learning and experimentation spaces and how these can help prepare companies for the digital transformation.

The challenge of digitalization - what difficulties do agencies face?

In recent years, companies in almost all sectors have been called upon to embrace the increasing digitalization of the world of work. Only those who continuously work on their own digital solutions have the chance to keep up with the drivers of digitalization and the ever faster development of the markets.  

The effects of the changing world of work on agencies are manifold. The digital revolution has long since led to technological innovations and changes in work processes. Companies therefore not only have to adapt to new technologies or develop them - for example when it comes to questions of automation. It is also about redefining the structures in which work takes place. For example, it is a huge challenge to combine the advantages of human work and work performed by artificial intelligence (AI) in such a way that employees are supported in the best possible way and can adapt optimally to the changes.

Increasing automation in many areas of the company means that employees are taking on fewer routine tasks. Instead, the proportion of technology-supported creative work is increasing. These tasks will therefore increasingly be performed by different, interdisciplinary teams. To achieve this, companies need to change their structures - away from traditional hierarchies and towards flat structures and team networks. Flexible, cross-location networks are needed to provide employees with optimally suited tasks.

Agencies, small and medium-sized enterprises (SMEs) are also affected by the changes described, the new technologies and processes as well as new forms of work organization. New technologies and working methods, for example, place greater demands on the sector. This is often accompanied by corresponding qualification requirements for small and medium-sized enterprises. The emergence of new business areas also poses the challenge of continuously developing business models and products. 

Agile change management - with success to agile transformation 

In an increasingly digitalized world, the ability to change is becoming a competitive advantage for organizations. For example, the ability to integrate innovations and continuously adapt to changing customer requirements is crucial. Companies that do not want to be overrun by the competition should also be able to take their employees with them and motivate them time and time again. Agile transformation helps them to continuously improve their strategy and reinvent themselves time and again.  

Although classic change management recognizes change as something necessary, it takes place within a stable, predictable environment. Changes are seen as obstacles that need to be overcome. The aim is to leave the turbulent phase between the initial and target state behind as quickly as possible. 

Agile change management, on the other hand, does not recognize permanent stability, but assumes that we are in a constant process of adaptation. process. This form of change management is not about the rigid implementation of project plans and the corresponding measures, but about understanding the continuous development of the company as the norm.

In contrast to traditional change management, which is usually top-down, agile transformation involves experimenting and trying things out in order to subsequently change processes for the better. Employees are seen as a source of inspiration and an important resource for shaping change. Change is not a project-based undertaking, but a permanent process that contributes to a more flexible, agile corporate culture.

Agile change management helps companies to deal with the increasing uncertainty and dynamism of the working world and increase their adaptability. Agile transformation is about identifying and promoting processes that go hand in hand with current and constantly changing requirements in an easy and value-adding way.

The concept of company learning and experimentation rooms

One form of agile change management is the concept of corporate learning and experimentation spaces. The approach helps to successfully shape the digital transformation in companies. The "company practice laboratories" were originally developed by a team led by Prof. Dr. Andreas Boes at the Institute for Social Science Research at the ISF Munich. Funded by the Federal Ministry of Labor and Social Affairs (BMAS), the "Work of the Future" practice laboratorywas created in cooperation with Robert Bosch GmbH. This laboratory deals with the implementation of agile corporate concepts and develops solutions for the areas of work organization and the future of work, leadership, social relationships, corporate culture and professional development.

With the help of corporate learning and experimentation spaces, companies can create learning spaces in which employees can test and optimize solutions for the working world of the future. In this way, employees have the opportunity to explore new territory together. 

In such a learning and experimentation space, companies or departments can address a wide range of issues: 

• What new business areas or product categories are emerging as a result of digitalization? 
• How can we use digital technologies to make our work easier? 
• Can machines and digital assistance systems relieve us of tasks that are harmful to our health? What new opportunities might arise for older employees? 
• What new activities are emerging and how do we deal with new requirements in terms of qualifications? 
• What new working time models are possible? To what extent can we meet the needs of employees for more flexibility in the organization of working hours and work locations without neglecting business requirements?
• To what extent are workflows and processes changing? 
• How can/must personnel management change? What does the new flexibility mean for the health of employees?
• To what extent do technological and organizational changes affect corporate culture?

Methodical approach

The design of learning and experimentation spaces depends on the respective company, its size and industry. All learning and experimentation spaces are based on the same method and require a certain attitude in terms of openness, creativity and willingness to make mistakes. Only those who are able to make mistakes are in a position to find new, innovative solutions.

Company learning and experimentation spaces follow an agile setting. The approach is results-oriented, short-cycle and requires a high level of participation from the employees concerned. In order for the learning processes to benefit the entire company, management must also be involved. The method is characterized by the following elements:

• Incremental, step-by-step approach with an agile mindset, which assumes that not everything can be planned
• Short-cycle, results-oriented approach in fixed working periods of four weeks, at the end of which the results are jointly evaluated
• Participation-oriented processes: For better acceptance, everyone is involved in both development and implementation
• Joint learning processes and an active error culture as a path to success

Target group 

The target group of the concept of company learning and experimentation rooms are small and medium-sized companies, i.e. those with fewer than 250 employees. A minimum size of 25 employees is recommended, but smaller companies are also able to set up a learning and experimentation room. Companies that still have some catching up to do when it comes to the targeted use of their resources with regard to work organization innovation processes benefit particularly from this approach. The step-by-step approach enables company management and employees to carry out joint learning and development processes.

Procedure for a learning and experimentation room

The implementation is strongly participation-oriented; in addition to employee representatives, the management is also specifically involved. The joint process strengthens mutual trust and thus contributes to the success of the digital transformation in more ways than one. 

The implementation of a company learning and experimentation space takes place in three phases. While the initial phase lasts one month, the innovation phase lasts around three to four months. The final learning phase lasts one month.

1. initial phase

At the beginning, one to three expert interviews are conducted with representatives of the management and employees. These serve to gather information on the initial situation and the particular challenges facing the company in the digital transformation. For example, the interviewee can be asked how important they consider the consequences of digital change to be for the company or what challenges the company is facing in the context of digitalization. This information can be used to derive initial suggestions for topics and objectives for the learning and experimentation room.

This is followed by a kick-off workshop. This marks the start of the learning and experimentation space. The workshop is used by employees, management and executives to define challenges and specific topics and to discuss the next steps and methodology as a joint "work program" for the learning and experimentation space.

The roles to be filled within the framework of the method are also defined as part of the kick-off. These include 3 to 5 representatives of the management and employees as the steering committee, 3 to 6 experts from the relevant areas as the lab team, a lab team leader and an agile coach for the planning, implementation and documentation of the learning and experimentation space. 

2nd innovation phase

The employees who come together in the lab team then start their work. Instead of a well-thought-out master plan, the concept follows a flexible approach that makes productive use of mistakes to improve the end result. The three four-week work phases serve to develop and try out specific measures for shaping the digital transformation. The lab team is supported by the process consultant. At the end of each work phase, the results are presented to the steering committee. The steering committee accepts, optimizes or rejects the results. The steering committee also passes the results back to the lab team, which develops them further in the next work phase.

In order to achieve the special focus on results, it is important to adhere to the duration of four weeks per work phase. At the beginning of the four weeks, a planning meeting is held with the process consultant and the lab team. The results are then presented to the steering committee in an evaluation meeting and discussed together. The agile coach prepares a progress report that addresses the results, learning processes and development in the lab.

Each work phase starts with a planning session in which the members of the lab team define the work program for the first work phase. The preparation and moderation of this four-hour meeting is the task of the process consultant. 

Over the following four weeks, the lab team works on concrete solutions in the learning and experimentation room. The work takes place in addition to normal day-to-day business. The members of the lab team spend at least two hours per week on this, the person responsible for the lab team at least four hours per week.

At the end of each work phase, the team presents its results to the steering committee and puts them up for discussion. The steering committee then discusses the next steps with the coach. The significance of the results for the company as a whole and further support for the lab team are also discussed. 

In the second work phase, the results of the first phase are also reviewed and updated during the evaluation meeting. If necessary, the objectives and work program for the third work phase are adjusted.

3rd learning phase 

The learning phase follows the three work phases and represents a detailed evaluation of all the results of the learning and experimentation room. This evaluation takes place as part of a results discussion. In it, all three work phases are reflected on in detail and the content of the results achieved is evaluated. The participants evaluate the concept together and discuss a possible continuation of the method in the company. 

The learning and experimentation room concludes with a sustainability check. However, this only takes place three to six months after the end of the learning phase.

Various roles

The concept of the learning and experimentation room includes various roles:

Agile Coach

• Setting up the learning and experimentation room (with the management)
• Planning and implementation of the kick-off workshop as well as the planning and evaluation meetings
• Supporting the lab team and ensuring participation orientation during the work process
• Coordinating and advising the steering committee
• Interface between steering committee and lab team
• Advice for the Lab team
• Documentation of the process 
• Individual coaching for the lab team leaders if required

Lab team

• Composition: 3 to 6 experts from the relevant areas 
• Tasks: Specifying fields of action and challenges of the digitalized world of work; highlighting best practices; developing and testing design solutions 

Responsible for Lab-Team

• Staffing: one member of the lab team
• Tasks: Contact person for Agile Coach and Steering Committee; driving the process in the Lab team

Steering committee

• Composition: 3 to 5 representatives of the management and employees
• Tasks: Development of the central question for the laboratory (together with the lab team); definition of the work program and progress evaluation of the lab

Agile tools for visualizing and managing change 

In the concept of corporate learning and experimentation spaces, certain tools can be used to visualize, plan and control the transformation and the work that goes with it. 

The strategic change canvas is an example of the tools required for the laboratory. This is an innovative method that helps to develop a convincing change story quickly and easily. The method scores points with its clear presentation and simple options for change (e.g. using post-its). The tool allows all the important points of a change process to be summarized briefly and clearly. This allows you to plan and manage change processes and obtain feedback. It also makes it very easy to disseminate ideas within the company, for example to gain supporters for a change project. The strategic change canvas enables an exchange of expectations and, in the best case, leads to a better understanding of the need for change.

Another helpful agile tool is the Kanban change board. Change projects can be better managed with the Kanban change board by noting each measure on a piece of paper and then going through the entire process. In doing so, you are always on the lookout for available resources in order to implement changes effectively and quickly. Regular stand-up meetings are used to track the progress of all ongoing change experiments.

The improvement board is the third example of an agile work template and enables validated learning. This means that all change measures are documented in advance and reflected on in terms of their results. In this way, options can be developed and tested; change plans are reviewed and optimized step by step and with the help of rapid feedback.

The implementation of a company learning and experimentation room is of course also possible in the context of virtual collaboration. With various video conferencing tools or digital whiteboards can be used to design effective blended learning processes.

Conclusion

It is becoming increasingly important for small and medium-sized companies, and agencies in particular, to take advantage of the opportunities offered by digitalization. This requires sustainable concepts and strategies. Agile change management offers agencies an excellent opportunity to actively tackle agile transformation as a lean and participation-oriented approach. By implementing an operational learning and experimentation space, a fruitful change process can be started that prepares companies for increasing digitalization. The consistent focus on participation in the learning process of this method offers a particular advantage. With the participation of all relevant groups, tailor-made solutions for digital change can be found in every agency. Successfully implemented company learning and experimentation spaces offer the opportunity for innovative work concepts.