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The multifaceted & consistent path to your goal – Team

Kristina Müller & Vanessa Englert

As multifaceted companies are with their cultures, products and services as well as their employees, so individual and multifaceted should be taken in the introduction and adaptation of agility.



Important aspects of our work

We impart skills and knowledge using the tandem principle. As an external party, we work closely with internal organization-developing roles: managerial boards, HR departments, management, lateral management roles, »Techies« and others. We normally develop concepts through co-creation with client employees.

Through our careers, our deep-rooted conviction, and the pleasure we have forming contacts with a colourful mix of people, we have access to a large and diverse network. We have a widespread support system based on knowledge, experience and specialization, which we also make available to our clients. We consider internal networking with clients an additional part of this network.

Our experience has shown that there is a lot of potential here that is often not known and or exploited.

The requirements and the task focus often undergo changes during consultation processes. Because of this, we regularly check with the client that we are still heading in the right direction.

Each company, each team, each individual is different. They all have their own histories, cultures and needs.  We take this into account by carrying out an analysis during mandate clarification in order to provide a tailored consultation process.

We can look back at a broad field of experience. This means we can provide specific support, both with expert advice and as a »leader«. However, we always want to leave something tangible and sustainably empower companies to do things themselves. This is why we see ourselves more in the role of a coach and trainer.

We are often on site a lot at the start of a consultation process. Over time, we withdraw successively to promote sustainability. Companies gain the experience in this way that they can also implement and maintain things over the long term independently of their coach. Where appropriate, only very little correction and supervision takes place later on in the process.

Consultancy in our eyes is primarily a process that we follow together with our clients. Here, we blend our experience with our strengths in dealing with individuality and the creation of individual solutions.

We work across all sectors

… when it comes to initiating and developing agile processes in companies. Our clients include:

  • Banks, finance and insurance services
  • E-commerce companies
  • Companies from the automotive industry
  • Internetunternehmen
  • Internet companies
  • Training institutes
  • Companies using Agile in non-technical areas


Hi, I am Kristina Müller

… a professional Agile Transition & Leadership Coach.

More about my vision and consultative approach



Of course I am not alone…

… quality, huge projects, scaling and diversity of facets – for me – just work out with a network.
More about my network

Establish empowerment & lead sustainably

Leadership happens – every day

Agile leadership views leadership as the activities of explicit superiors within agile companies, and as leadership elements outside specific positions and job titles.

Leadership is frequently experienced on two levels: one is hierarchical and with significant distance from the employees; the other is predominantly informal and emotional.

Agile leadership merges both approaches by analyzing the context, situation and people needed to achieve better results for the company.

Examples of agile leadership aspects are

Cross-company goal cascades from the objective to the self-organized, goal-oriented, operative activities of all employees

  • Delegation & distribution of responsibilities
  • Agile budgeting
  • Mentoring, coaching, supervision, intervision
  • Learning organization, error management culture, knowledge work and explicit utilization of different experiences
  • Communication management and the creation of a common understanding available at all times
  • Moderation
  • Diversity

Leaders take on a flexible role in the company, acting both as agile coaches and as scrum masters – today they are planning the budget for their own unit within the overall company budget, tomorrow they are passing on their expert knowledge, and then, the next day they are coaching employees, managers or the C-level about agile leadership behavior. They are constantly switching their roles to become leaders and experts, handlers of complaints and entertainers, prompters and jesters.

Employees, on the other hand, are called upon to take the situative lead, to accept more responsibility and to consider the whole company. The predominant theme is knowledge work. Employees can also situationally guide their managers or leaders.

Our specific offers for you

Leadership coaching of executive managers in their changing roles
 Supervision & intervision support of agile leadership roles

 Team & department development towards more self-organization
 Collegial peer consulting

 Individual coaching
 Coaching on the job


Open Source

Working materials

One can’t imagine daily agile work life without pens and post-it notes. As we are often asked about our special 99FOA pens and our somewhat different business cards, you can order them here free of charge.

Fields marked with * are optional.

Presentations to download

Kristina Müller & Vanessa Englert

Kristina Müller & Petra Stühler

Kristina Müller & Oliver Hoogvliet

Kristina Müller

Kristina Müller

Kristina Müller & Petra Stühler

Kristina Müller & Victoria Wenzelmann