CLICK TO WATCH : ‘ THE YEAR 2018 IN NUMBERS | ANNUAL RESULT ’ 111 to its operations through networking rather than integration . “ We do not intend to integrate the acquired companies completely , so our approach is to network the acquired businesses and benefit from the various unique skills each company brings ,” says Zinniker . “ Our credo is to be as decentralised as possible , and only centralise when absolutely necessary .”
Within the core business , Zinniker has overseen the adoption of a host of modern methodologies to enable the firm to focus on the essentials and significantly mitigate the length of its planning cycles . “ We ’ re using a Scaled Agile Framework ( SAFe ) to manage the whole portfolio of projects , we ’ re using Scrum as an agile implementation methodology , and we ’ re using Design Thinking methodology to define and develop new products and business models ,” Zinniker explains . This gears BKW ’ s workforce to a level of flexibility that enables it to make the most of the speed afforded by newlyimplemented technologies . “ In the past , the planning cycle at BKW was in decades , and we have now restructured to plan in quarters . Today what
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