Decades of working in large, medium and small companies and a failed startup have sharpened my eye for differences, but also commonalities.

My focus has always been on the question of how products and portfolios can be developed and permanently mastered with minimal effort and maximum impact for customers.

For me, it is not a matter of either/or when it comes to the question of whether classic or modern, agile approaches can be the appropriate means. Rather, in times of digitization, it is about getting companies to structure and provide existing content in such a way that effective, but also efficient and, above all, holistic development of a product range becomes possible.

I call this "Contentual BI": Just as classic BI allows new insights from existing numbers, this is about gaining new insights from existing content. But this requires structures that both lead to small, manageable units, but also make the relationships between these units explicit.

Modern, integrative requirements management can form the basis for this and provide the framework for both classic and agile organizations.