In an era of rapid digital change, many companies are faced with the challenge of rethinking not only their technologies, but above all their structures and working methods – this is precisely where our example of a European software company comes in.

The Problem

Digital transformation requires not only new technologies, but above all a new way of working together. A European software company with around 400 employees at seven locations in three countries and a turnover of €51 million faced precisely this challenge.

The organization had grown over the years, but its structures had become increasingly rigid: departments worked in silos, decision-making processes were long, and innovation cycles were too sluggish. There was a lack of transparency between locations, and cultural differences made collaboration difficult.

From finance and controlling to human resources, IT infrastructure, PMO, and C-level: all areas were characterized by classic, hierarchical processes. To remain competitive, the company had to fundamentally realign itself culturally and organizationally—toward an agile, learning organization.

The Solution

Together with new direction, a holistic agile transformation program was developed and implemented that involved all levels and locations.
The approach was based on four key success factors:

Strategic anchoring and leadership alignment

The change began at the top: in close cooperation with the management, a steering group was established and the corporate vision was linked to the goals of the transformation. Intensive workshops with management provided clarity on the what, how, and especially the why of the change.

Parallel implementation of change initiatives in 25 projects

Instead of starting one after the other, all areas of the company—from HR to IT to marketing—began the transformation at the same time. A total of 25 change projects were set up, prioritized, and implemented iteratively according to agile principles.

Overall program management

The overarching program management coordinated all initiatives, synchronized teams, and ensured consistent communication and clear priorities. Regular program reviews, cross-functional synchronization rounds, and structured reporting formats ensured transparency, progress monitoring, and close integration between strategy, implementation, and coaching.

Hands-on coaching and cultural anchoring

Theory was replaced by practice: teams received continuous, tailor-made coaching—from Scrum workshops and Team Canvas sessions to individual team-building exercises. This intensive support not only enabled new ways of working to be introduced, but also established them permanently.

Increased value

After twelve months, the changes were measurable and noticeable at all levels:

• +30% speed and efficiency: The time-to-market for new products and services was significantly reduced, decision-making processes were accelerated, and responsiveness to market changes was significantly increased.
• +25% employee satisfaction: Regular surveys showed a significant improvement in motivation, identification, and cross-location collaboration.
• Sustainable organizational development: 25 change projects were successfully implemented and transferred to regular operations. The company established a new, transparent, and collaborative culture.
• New leadership culture: Managers transformed from decision-makers to enablers—today, they promote personal responsibility, trust, and continuous improvement.
• Long-term stability: Integrated program management and continuous support ensured that the changes were not only effective in the short term, but also became a sustainable part of the corporate culture.

At new direction GmbH, we implement these and similar solutions quickly and reliably. If you have any questions or specific concerns, please feel free to contact us directly.