Eugen Oetringer not available until 04/30/2021

Eugen Oetringer

Business-Agile Coach | Transformation Accelerator | Scrum Master

not available until 04/30/2021
Profileimage by Eugen Oetringer Business-Agile Coach | Transformation Accelerator | Scrum Master from Papendrecht
  • NL 3351 GX Papendrecht Freelancer in
  • Graduation: Bachelor in Mathematics | Focus Business Intelligence and IT
  • Hourly-/Daily rates: not provided
    Please call
  • Languages: German (Native or Bilingual) | English (Full Professional) | Dutch (Full Professional)
  • Last update: 05.12.2019
Profileimage by Eugen Oetringer Business-Agile Coach | Transformation Accelerator | Scrum Master from Papendrecht
Profil und Lebenslauf E Oetringer
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Profile and CV E Oetringer
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Innovation Vision
A complementary, high-speed innovation track provides the speed and reliability enterprises need for a prospering future. It can be made to happen by making value creation at the enterprise level slightly more important than following innovation procedures.

Enhanced Goal-Oriented Project Planning (eGOPP; enhancement contribution)
An effective method to reduce project risks at the beginning of projects and to identify lowest-effort yet highest-impact solution frameworks with little effort.

Guided Self-OrganisationTM (published as the (IT) Strategy Management Process)
As much freedom as possible; as much guidance as needed; for agile decision making at all levels and without the fear of different teams, organisations and locations drifting into different directions. 

A one-word solution for complex challenges
For making traditional and agile methods complement each other and for eliminating the unnecessary bureaucracy/complexity at their root cause (just one).

Making traditional best practices agile with ‘little effort’
With, among others, lessons learned, agile needs and agile solutions contributed for the development of ITIL V3 (was too innovative at the time) and the one-world solution.

Intuitive Artificial Intelligence (AI; also an information processing model for the brain)
A neural network model for the next-generation AI; patents granted; Prof. Manual Casanova (brain pathology and psychology): “the model is painfully true”.

Traffic jams in the brain providing the missing link between causes and symptoms of ADHD, Dyslexia, Autism and the likes
This providing new treatment possibilities through applying practices such as driving via an alternative route to avoid a traffic jam on the road; treatment results for my son: Daily emotional outbursts down to one in ten years (after official treatments had delivered insufficient results; many others with similar experiences).

  • 11/2018 - Present

    • SDG Facilitators
    • < 10 employees
    • Other
  • Analytical Enabler of High-Impact Innovation
    • SDG: The Sustainable Development Goals of the United Nations, i.e. climate action.
    • To make the SDGs happen, agile decision making is needed. Contributions are largely the same as those for the Business-Agile initiative above.

  • 10/2018 - Present

    • Business-Agile
    • < 10 employees
    • Internet and Information Technology
  • Senior Analyst, Agile Coach, WebAdmin, Co-Founder
    • Founded to enable enterprises and the people who work for them to prosper in today’s complex and constantly changing world.
    • The other co-founder: Donna Fitzgerald, retired Research VP of Gartner; participated in the initial development of agile methods; Gartner: the leading research and advisory company for trends in IT.
    • Development of an initial solution framework: Includes several of the innovations listed on page 1.

  • 12/2019 - 12/2019

    • Rabobank International
    • >10.000 employees
    • Banks and financial services
  • IT Architect, Information Architect
    • Delivery of a business case, strategy and an Intranet design for a structural improvement of the internal communication, strategy management and for business and IT alignment.
    • Step 1, based on Guided Self-Organisation, was ready for production; the banking crisis arrived and prevented further progress.

  • 11/2014 - 04/2019

    • Dendri Systems
    • < 10 employees
    • Internet and Information Technology
  • Founding Partner and Inventor
    • A start-up company for commercializing the AI patent; member of Holland FinTech.
    • Proof of principle.
    • Many high-profile companies and investors didn’t want to miss this opportunity once the proof of concept was available; within the final of KPN’s ‘Get in the ring’ challenge (6 of 70 contenders).
    • For proof of concept, lean start-up and investors required progress demonstrations in small steps. The nature of the innovation didn’t fit this requirement (an ‘officially accepted’ catch-22). In 2019, Dendri had to be closed down.

  • 09/2018 - 11/2018

    • WDR (part of Germany’s ARD tv-station)
    • 5000-10.000 employees
    • Media and Publishers
  • Business Analyst Enterprise Architecture Management (EAM)
    • The quality of ADOIT content increased (an EAM-tool).
    • Contributed lessons learned and insights leading to a formal project proposal for high-impact documentation structures.

  • 04/2019 - 12/2017

    • Think Tank Project Netherlands
    • 10-50 employees
    • Other
  • Analyst
    • Delivery of criteria that enabled projects to be exceptionally successful.
    • A health check for projects: Includes eGOPP, as well as lessons learned and insights hiding behind the surface.

  • 10/2007 - 01/2009

    • EDS (taken over by HP)
    • >10.000 employees
    • Internet and Information Technology
  • Managing Consultant, Nomination to become an EDS Fellow
    • Delivering one of the key elements that made a high-profile client extend his contract in a troubled situation (insurance company)
    • Root cause analysis of a broken architecture process between EDS and a client: Solution via a natural process flow step

  • 01/2001 - 09/2007

    • EDS
  • Senior Analyst, Consultant, Agile Coach, Book Author
  • As part of Guided Self-Organisation’s implementation and operations with 30.000 employees:
    • Bridging the communication gap between organisations; methods, countries and organisations: For the core business and internal IT. Included analysis; agile coaching; tool designs and stakeholder management, BI-knowledge and BI-data.
    • Chair of the European Infrastructure Advisory Council: Representing self-organizing communities of practice and 5.000 IT experts; aligned with senior management.
    • Member of the global technical review council for EDS strategies, IT architectures, and service offerings for clients; representing the 30.000 European colleagues.
    • Providing a substantial part of the resolution to a worldwide problem in the field of 24 hours/365 days application availability; after ITIL and escalation to CxO level had delivered disappointing results: Through concentrating the top experts’ knowledge into 60 pages as opposed to the common 600+ pages.
    • Contributing lessons learned, agility needs, agile solutions and Guided Self-Organisation for the development of ITIL V3 (was too far ahead of its time).
    • Integrating European, client, technical and process requirements, as well as lessons learned into enterprise-level offerings, solutions, guidance and directives.

Verfügbarkeit: Europa
Reisebereitschaft: Weltweit

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