Mit KI-Coding funktionieren die alten KPIs für Entwickler- und Teambewertung nicht mehr.
KI-Tools generieren Code heute auf Knopfdruck in Sekundenschnelle. Ganze Funktionsblöcke, Tests und Schnittstellen entstehen in wenigen Minuten.
Doch während Unternehmen massiv in Copilot-Lizenzen, AI-Infrastruktur und neue Tool-Stacks investieren, folgt in den Führungsetagen oft Ernüchterung: Pipelines verstopfen, die Fehlerquote steigt und die Teams wirken erschöpfter denn je.
Die Perfekte Ergänzung: Wie systemisches Coaching mich zu einem besseren Change Manager gemacht hat
Today, I share with you a current professional discussion I had about good project sponsorship.
Throughout my journey leading software engineering, product management, and digital transformation initiatives in the B2B, IoT, AI space, and Deep Tech, I have continuously seen how crucial the role of a Project Sponsor is to the actual success of complex ventures.
However, you might have also witnessed a familiar scene in project reviews: the sponsor sitting in the room, grilling the team and intensively challenging every single slide.
When we look at this through the lens of systemic coaching, this behavior is rarely about the project details themselves. It is often a subconscious defense mechanism: under pressure from corporate dynamics, the sponsor feels the need to signal absolute control and tough leadership to their executive peers. (And if any executive reading this has never felt that sudden impulse to double-check line items under pressure—my highest respect to your zen-like composure!)
But how does great project sponsorship look in practice?
The Hidden Friction in Industry 4.0: Why Algorithmic Success Often Leads to Operational Failure
Throughout my career in the IoT, I4.0 and AI sector, I have observed a persistent paradox in digital manufacturing: We deploy sophisticated, intelligent solutions: AI-driven line optimization, Predictive Quality, and Predictive Maintenance. Technically, these systems are robust. The business cases are undeniable. Yet, successful adoption remains elusive.
𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗟𝗲𝘀𝘀𝗼𝗻 𝗟𝗲𝗮𝗿𝗻𝗲𝗱: 𝗪𝗵𝗲𝗻 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻𝘀 𝗴𝗼 𝗶𝗻 𝗰𝗶𝗿𝗰𝗹𝗲𝘀... 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘁𝗵𝗿𝗼𝘄 𝗮𝗻 𝗮𝗻𝗰𝗵𝗼𝗿
Recently, I saw a situation where a PO team was tasked with creating a concept to reach a specific goal. But discussions kept going in circles.
The root cause?
The initial goal was too ambitious. Then the team discussed a mix of alternative goals and solution alternatives. 𝘞𝘪𝘵𝘩𝘰𝘶𝘵 𝘢 𝘤𝘭𝘦𝘢𝘳 𝘴𝘦𝘱𝘢𝘳𝘢𝘵𝘪𝘰𝘯 of 𝘨𝘰𝘢𝘭, 𝘦𝘷𝘢𝘭𝘶𝘢𝘵𝘪𝘰𝘯 𝘤𝘳𝘪𝘵𝘦𝘳𝘪𝘢, and 𝘴𝘰𝘭𝘶𝘵𝘪𝘰𝘯 𝘢𝘭𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘷𝘦𝘴, the conversation was 𝘪𝘮𝘱𝘰𝘴𝘴𝘪𝘣𝘭𝘦 𝘵𝘰 𝘤𝘰𝘯𝘤𝘭𝘶𝘥𝘦.
Why do machinery OEMs struggle to monetize digital services? 🤔
Throughout my career in cloud software for IoT and Industry 4.0, I've consistently wondered why it seems so difficult for machinery OEMs to generate recurring revenue from digital services.