Aucune remarque pour cette diapositive
La business Agility concerne toute les strates
Nous reconnaissons qu’une équipe agile, une organisation agiles sont des systèmes complexes adaptatifs !
La pensée linéaire, le management « command-control », la planification rigide, etc ne sont plus adaptés pour ces systèmes. Ils doivent laisser place à une dynamique nouvelle intégrant
L’accueil des changements
Tous les cerveaux auto-organisation
Une communication ‘osmotique’
Des cycles courts de rétroaction
I’ve used 2 ways to guide companies.
Unlocking Problems, or Be Solutions-Driven.
The first stragegy is traditionnal one.
We are naturally problem-oriented, and some company will more forward only with this approach.
You can understand it is not my favorite one, and to make it a bit fun, i use the LeanStartup spirit, especially the LeanCanvas.
I’ve be inspired by Ash MAURYA and his famous book « Running Lean ».
To drive a transition to CD with the LeanCanvas
Start by finding what 3 real problems CD will solve, and who is having these problems.
Check how people do with these problems.
Validate that those problem are reals with the stakeholders.
Define your Unique Value Proposal (‘hey ! This is CD !!! »)
Identify 3 solutions that will remove those 3 problems : your 3 first steps. Remember the Heat Map. You are not going for a big bang !
Define your metrics : how will observer that those problems are solved, and what know people are doing differently.
Implement your solutions
Check your metrics
What did you learn
I’ve definitively switched to Strength-Based Mindset.
So, i won’t lose your time taking about problems.
Instead, i’ll focus on « What works well » and guide people with attractive horizons.
A first step to change the culture, and go beyond the silos is to promote CO-ELABORATION.
Again, easy to say … but not natural.
This is where my job takes place, and this is where your company should open up and adopt a coach and/or a facilitator.
There is no shame about that.
Why? usually, companies are used to get on-the-shelf solutions from consultant.
That’s fine, but the level of adoption is low, and the level of transformation lower.
People are asking how to do something, like implement some part of CD, and they will the consultant for the answer.
In our world, we call that « Getting a fish ».
Coaching is an invitation for people to get a fishing rod, and guide them to catch fishes (the solutions) by themselves.
Only when they are short of answer, because they do not know, so they are just at the door of an innovation, then a mentor can feed them and let see integrate.
Coaching should be a short-term process, thank’s to « Brief Coaching » or « Solution Focus Coaching ».
Coaching is a really powerfull way to install long-term outcomes.
Another way i use also is facilitation.
In coaching, we help people with Questionning.
In Facilitation, we help people with playful workshop.
The frame is a bit more structured, but we let the attendees accountable of the content / the solutions that will emerge.
Here are 2 key resources, and i’ll give you 2 examples.
Etoiles : les jeux abordés au cours de cette session
Visible Impacts / Outcomes