In the „AgileRooms“ problems are solved independently – is that the extinction of the consultants?

Who does not know the classic pitch of new founders: „Our product is like Uber, only for X“. Well, my short introduction to two inventors starts similar, only not with Uber. The product of Marcel and Stedi is like AdventureRooms („Escape Room“), only to solve „real“ problems.

Just over a year ago Marcel and Stedi bundled their knowledge about agility and more to support other organisations under the label „agil & mehr“. Recently they condensed this knowledge with „AgileRooms“ into a product that is just like AdventureRooms, just to solve „real“ problems.

What fascinates me about the idea of „AgileRooms“ is the combination of process and room design. On the one hand, a method is offered with which a prototype can be created within one day, which then can be tested with the customer. On the other hand, „agil & mehr“ uses the space to stimulate creativity and thus promote problem solving. In the end, it’s like these adventure rooms that we know and some of us have already mastered brilliantly. But not with fictitious riddles, but with a real problem from the organization.


In March 2018 I had the honor to meet with Marcel and Stedi to consider how we can use „AgileRooms“ to promote digital transformation. We used AgileRooms ourselves to solve this problem. The result was a rather untypical consulting concept based on process design and reflection impulses.

The basic idea behind this consulting concept is again based on „AgileRooms“. A short „warm up“ should prepare the creative phase. In this warm-up, a specialist offers an impulse for digital transformation. A focus is selected that supports the subsequent problem solution. Afterwards, the participants go to the „AgileRooms“ to solve the problem independently using agile methods and tools from Design Thinking. Subsequently, a solution prototype is concretized, which can be tested with (real) customers.

Thus the initial question in the title regarding the extinction of the consultant can probably be negated for the time being. At present there is even more work for consultants due to the increasing dynamics of change. However, their role is changing. Consultants are no longer those who prescribe the (right) solution – if they have ever been. Consultants are increasingly becoming co-creators, sparring partners, temporary supporters for specific questions or process and room designers. In digital transformation, the boundaries between organizations are ceasing (Krapf 2017). This also means that a clear separation of client and consultant is no longer so consistently possible.



Krapf, J. (2017). Agilität als Antwort auf die Digitale Transformation. Synergie – Fachmagazin für Digitalisierung in der Lehre (3), 32–33.

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