Erik Lenhard
Partner & Associate Director, Agile at Scale
Munich
Erik Lenhard is a core member of the Technology Advantage and the Technology, Media & Telecommunications practices at Boston Consulting Group. He is a member of BCG’s worldwide Agile at Scale leadership team, and leads Agile at Scale in Europe. Also, Erik is an agile coach.
With BCG since 2012, Erik has deep knowledge and experience in agile software development, agile organizational design, agile transformation and information management.
Erik has worked with many clients in the telecommunications, consumer goods, industrial goods, and financial services industries, including clients in Europe and the Middle East. His work focuses on large-scale agile transformations across business and IT, optimizing IT delivery and product development as well as defining information management strategies and operating models.
Erik has supported the target-state design and implementation of integrated agile operating models at multiple leading European banks. He has supported the setup of agile pilot projects as well as ensuring agile leadership engagement, led the design and implementation of an E2E business agility program for a global travel industry service provider, and helped an international consumer goods company design its enterprise information management strategy and organization.
Prior to joining BCG, Erik headed the management information department at Kabel Deutschland and worked as a manager at Solon Management Consulting.
アジャイルを効果的に取り入れる方法を見つけだした大企業は、アジャイルチームを組織に上手く融合させるために注意を払いながら、アジャイルの原則を適用しています。大規模なアジャイル変革を成功させる5つのカギを紹介します。
Only a few companies have moved beyond the pilot stage so far. But telcos need to decide quickly whether to embrace agile or be left behind.
Companies are investing tens of millions of dollars in agile transformations, but efforts to assess the results can go astray. Some companies have cracked the code—with astonishing results.
Ditching the waterfall method can hone a focus on customers and empower employees, boosting the quality of data and improving project outcomes.
Amid competition from digital giants, traditional media companies face an existential challenge. Here’s how leaders should respond.
Agile may seem risky and impractical for regulatory projects, but it offers extraordinary benefits and can give banks an edge over competitors.
Telcos may be sitting on a big data gold mine. But as this year’s IT benchmarking study finds, no one is shouting "Eureka!" just yet.
A few large companies are figuring out how to make this fast and iterative form of product development work across the broader organization.
