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Context, not Control
Context (embrace)
• Strategy
• Metrics
• Assumptions
• Objectives
• Clearly-defined roles
• Knowledge...
Exceptions to “Context, not Control”
• Control can be important in emergency
– No time to take long-term capacity-building...
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AGILEmaker 2015 - Confidential 41
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Source: F. Boyer sur JDN
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Le leader Agile - Journée agile 27 mai 2015
Le leader Agile - Journée agile 27 mai 2015
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Le leader Agile - Journée agile 27 mai 2015

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Le leader Agile
par Gillles Carlier

Publié dans : Direction et management
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Le leader Agile - Journée agile 27 mai 2015

  1. 1.     AGILEmaker 2015 - All rights reserved 2
  2. 2.     AGILEmaker 2015 - All rights reserved 3
  3. 3.  o o o  o o o o AGILEmaker 2015 - All rights reserved 4
  4. 4.    AGILEmaker 2015 - All rights reserved 5
  5. 5.    AGILEmaker 2015 - All rights reserved 6
  6. 6. AGILEmaker 2015 - All rights reserved 7
  7. 7.            AGILEmaker 2015 - All rights reserved 8
  8. 8. AGILEmaker 2015 - All rights reserved 9 Source: The connected company – D. Gray
  9. 9. AGILEmaker 2015 - All rights reserved 10 Source: Manifesto – Responsive.org
  10. 10. AGILEmaker 2015 - All rights reserved 11
  11. 11. 12AGILEmaker 2015 - All rights reserved
  12. 12. AGILEmaker 2015 - All rights reserved 13
  13. 13.        AGILEmaker 2015 - Copyrights © AGILEmaker– All rights reserved 14
  14. 14. AGILEmaker 2015 - All rights reserved 15
  15. 15.    o o  AGILEmaker 2015 - All rights reserved 16 Source: Steve Denning in a blog post
  16. 16. AGILEmaker 2015 - All rights reserved 17 Source: Steve Denning in a blog post
  17. 17. AGILEmaker 2015 - All rights reserved 18 Source: Betacodex
  18. 18.  o o o  o o o o AGILEmaker 2015 - All rights reserved 19
  19. 19. AGILEmaker 2015 - All rights reserved 20
  20. 20. AGILEmaker 2015 - All rights reserved 21
  21. 21.    AGILEmaker - all rights reserved 22
  22. 22. AGILEmaker 2015 - All rights reserved 23
  23. 23. AGILEmaker 2015 - All rights reserved 24
  24. 24. AGILEmaker 2015 - All rights reserved 25      
  25. 25.           AGILEmaker 2015 - All rights reserved 26
  26. 26. AGILEmaker 2015 - All rights reserved 27
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  31. 31. AGILEmaker 2015 - All rights reserved 33
  32. 32.    AGILEmaker 2015 - All rights reserved 34
  33. 33.   AGILEmaker 2015 - All rights reserved 35
  34. 34. AGILEmaker 2015 - All rights reserved 36
  35. 35. Context, not Control Context (embrace) • Strategy • Metrics • Assumptions • Objectives • Clearly-defined roles • Knowledge of the stakes • Transparency around decision-making Control (avoid) • Top-down decision-making • Management approval • Committees • Planning and process valued more than results Provide the insight and understanding to enable sound decisions 37AGILEmaker 2015 - All rights reserved
  36. 36. Exceptions to “Context, not Control” • Control can be important in emergency – No time to take long-term capacity-building view • Control can be important when someone is still learning their area – Takes time to pick up the necessary context • Control can be important when you have the wrong person in a role – Temporarily, no doubt 38AGILEmaker 2015 - All rights reserved
  37. 37. AGILEmaker 2015 - All rights reserved 39
  38. 38.          o o   AGILEmaker 2015 - All rights reserved 40
  39. 39. AGILEmaker 2015 - Confidential 41
  40. 40. AGILEmaker 2015 - Copyrights © 42 Source: F. Boyer sur JDN
  41. 41. AGILEmaker 2015 - All rights reserved 43
  42. 42. AGILEmaker 2015 - All rights reserved 44
  43. 43.    AGILEmaker 2015 - All rights reserved 45
  44. 44.   AGILEmaker 2015 - All rights reserved 46
  45. 45. AGILEmaker 2015 - All rights reserved 47 • • • • • • • • •
  46. 46. • • • • • AGILEmaker 2015 - All rights reserved 48 Source: Seunier & Carlier
  47. 47.     AGILEmaker 2015 - All rights reserved 49
  48. 48.     AGILEmaker 2015 - All rights reserved 50

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