Two colleagues discussing a document in an office, a third person at a laptop in the foreground.

Adhesives manufacturer

More speed in digital sales: Agility in practice through coaching and organisational development

Increased productivity
Clearer processes and responsibilities shorten decision-making, improve outcome quality and increase productivity in the digital sales team.

Process optimisation for greater performance
Kanban task management and transparent processes improve prioritisation and create clear visibility of work progress.

Stronger customer focus
Accountable, self-organised team structures enable faster adjustments to changing customer needs.

Team empowerment
On-the-job coaching and shared responsibility boost motivation and strengthen the team's sense of ownership.

At a glance

The e-commerce team of a leading international manufacturer of adhesives with several thousand employees is responsible for digital sales to business and end customers. Agile principles were established in the team but had yet to realise their full potential. DAYONE supported the team through Agile Coaching, a new delegation model and a Kanban setup in Jira. The result: a team that works more productively and responds to customer needs faster.

Client: Adhesives manufacturer (anonymised)international leader, several thousand employees
Industry: Chemicals / Adhesives (B2C/B2B)
Services: Agile CoachingChange ManagementClarification of processes, roles and responsibilitiesTool setup (Jira, Confluence, MS Copilot)Moderation & facilitation
Outcome: More autonomous prioritisation via Kanban, leadership relieved through the delegation model, documented working model accessible via an AI chatbot

Two women at a laptop: one types while the other looks on

More clarity in day-to-day work enables faster responses to changing customer needs

Clearly defined roles and responsibilities provide orientation in the team's day-to-day. With structured meetings and transparent workflows, the team aligns significantly faster than before. This clarity pays off directly with customers: when requirements change, the sales team can respond immediately and deliver suitable solutions.

Diagram with the agile collaboration model at the centre and four circles around it: clear roles, decision paths, meeting structures and workflows

Delegation model eases leadership workload, speeds up decisions and motivates the team

The new delegation model moves decisions to where they belong: into the team. Employees are happy to take on more responsibility because they can shape things themselves. At the same time, leaders have more time for strategic topics and can support the team even better.

Circular diagram with six person icons around the edge, connected to one another by arrows through the centre

Three people at a meeting table, one pointing at a laptop screen

Kanban creates structure, improves prioritisation and increases team efficiency

A Kanban setup in the Jira environment makes what really matters visible. The team works with greater focus, spots bottlenecks earlier and can prioritise better on its own.

Schematic task board with the columns “To Do”, “In progress” and “Done” holding blank cards, with an arrow pointing right below

Agile ways of working documented and available at any time via an AI chatbot

All details of the agile collaboration model are documented in Confluence and accessible via an AI chatbot. The team uses it to answer questions about the new way of working quickly and easily, and the model remains embedded in day-to-day work.

A woman at a laptop, with an input field in front reading “How can I help you?” and a typed question about ticket prioritisation

Outcome

Since then, the digital sales team has prioritised tasks independently via a Kanban board in Jira, rather than having priorities assigned by leadership.
Since the introduction of the delegation model, decisions on roles and processes lie with the team itself, no longer exclusively with leadership.
The agile collaboration model is fully documented in Confluence and accessible to the team via an AI chatbot.

Our Services for a Successful Collaboration

Agile Coaching

Together with teams and leadership, we expanded and established agile ways of working on the job. Our focus was on practical approaches and real functionality in day-to-day operations.

Change Management

Working hand in hand with all stakeholders, we structured the change processes with particular attention to their impact, team acceptance, and long-term integration.

Process, Role, and Responsibility Definition

Together with all stakeholders, we created clarity around responsibilities, processes, and governance, enabling teams to make decisions faster and more effectively.

Tool-Setup (Jira, Confluence, MS Co-Pilot)

Together with the team, we implemented the right tools for agile collaboration and ensured they truly work and are actively used in daily operations.

Moderation & Facilitation of Routines and Workshops

In close collaboration with the teams, we methodically established new routines, from meeting structures to decision-making and escalation processes.

Set up agile tools and processes for sales teams Organizational Design for a new Marketing Unit at SCHOTT

Frequently asked questions

How do you transition an organisation to agile ways of working without completely dismantling existing structures?

The approach builds on what already works rather than starting from scratch. DAYONE works with existing roles and processes and adapts them step by step to day-to-day operations, instead of imposing a complete rulebook from the outside.

What’s the difference between introducing a new method and actually living it as a team?

Introducing a method means writing down rules. Bringing it to life means supporting the team in day-to-day work until roles, meetings and prioritisation run without needing clarification. That’s why DAYONE relies on on-the-job coaching rather than one-off workshops.

How does a delegation model ease the load on leadership, rather than add to it?

A delegation model shifts operational decisions to where the knowledge sits: the team itself. Leaders gain time for strategic topics because they no longer need to approve every prioritisation individually.

How can an agile working model be documented so it actually gets used in day-to-day operations?

Plain documentation in Confluence is often skipped in everyday work because looking things up takes too long. An AI chatbot makes the same content instantly accessible: the team asks a concrete question, say about ticket prioritisation, and gets the relevant answer from the documented collaboration model.

How long does it take for a team to internalise a new way of working rather than just follow it?

It depends less on a fixed timeline and more on the coaching cadence. On-the-job coaching across multiple sprints, rather than a one-off training, is when teams start to evolve roles and processes themselves instead of merely complying with them.

Last updated on 25 September 2026.