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2012 03-27-scrum day-sweetrupture-v1.3a
 

2012 03-27-scrum day-sweetrupture-v1.3a

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Presentation done at ScrumDay 2012, Paris, France, about creating the rupture to lead the transition to agility

Presentation done at ScrumDay 2012, Paris, France, about creating the rupture to lead the transition to agility

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    2012 03-27-scrum day-sweetrupture-v1.3a 2012 03-27-scrum day-sweetrupture-v1.3a Presentation Transcript

    • Sweet Rupture Guest Star Le Bocal À Conslaurent.sarrazin@simplexeo.com http://prezi.com/t7hanzbvvss0/sweet-rupture/
    • Share with you some of the key ingredients i’ve used during the agile genesys of a significant IT departmentlaurent.sarrazin@simplexeo.com .. like a SWEET RUPTURE
    • Speaker Laurent SARRAZIN laurent.sarrazin@simplexeo.com Speaker Bio Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin 1st SCRUM Nite, 2011 ITSMf Assemblée Générale, June 2011 exerce depuis 18 ans dans le secteur du développement Xebia Seminar, June 2011 informatique de la banque d’investissement, exigeant en ADELI, “Autour d’un Verre”, April 4 terme de leadership, gourmand en méthodologies et Scrum Days, Paris, March 31 2011 technologies de pointe. Valtech Days, March 17 Cercle Agile, March 8 Son parcours est marqué par la mise en œuvre de Master HEC / SupTelecom / Mines – 2009, 2010, 2011 méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle ITSMF Day, Paris, Oct 2010 interculturelle. 3 années dans la Silicon Valley Indienne eSCM Annual Conference, Paris, Nov 2010 de Bangalore lui ont permis de développer une expérience authentique. Current Projects A son retour au siège, Laurent a créé et dirige un Simplexeo (www.simplexo.com)laurent.sarrazin@simplexeo.com service d’accompagnement/coaching des équipes dans To Succeed with Simplexity. la mise en œuvre et l’amélioration continue de solutions A blend of agile value, lean principles, radical management offshores agiles. to transform our organizations, toward people delight Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring 3
    • laurent.sarrazin@simplexeo.com
    • Remember The Future The Story…. What, Why, When, How, …. Dec 2012 We are agile ! Feb 2011laurent.sarrazin@simplexeo.com My ingredients .. On the shelf ;)
    • laurent.sarrazin@simplexeo.com Pure Agile Odyssey …
    • And better to be fearless for an odyssey !!laurent.sarrazin@simplexeo.com
    • laurent.sarrazin@simplexeo.com fearless Equipment8
    • laurent.sarrazin@simplexeo.com
    • Le Bocal A funny but so à Cons efficient protection to manage laggars and … (the assholes jar)laurent.sarrazin@simplexeo.com 10
    • Et comment sortir d’un bocal à cons ????? En 10 étapes (http://www.ithaquecoaching.com/articles/relationssortir-bocal-a-con-2615.html) Et oui .. On peut se retrouver dans le bocal de quelqu’un autre !! Peut-être de façon temporaire, ou bien …. 1- Auto-bienveillance oui, auto-complaisance non! 2- Accepter qu’on est tous le con de quelqu’un 3- Vérifier la pertinence de la sortie de bocal 4- Déterminez la nature et l’ampleur du problème 5- Passer à l’actionlaurent.sarrazin@simplexeo.com 6- Présenter des excuses 7- Agir dans le respect de cette valeur si importante aux yeux de l’autre 8- Modifier ses comportements 9- N’en faites pas trop! Sincérité et honnêteté 10- N’en faites pas trop! Respect et absence de soumission
    • Kick the Elephant out of the Room !!! RUPTURE !!! Now that we are protected with the « Bocal », Classic « Evolution » How to break away ?? NEED TO FIND NEW WAYS Next Disruptive « Evolution » Nextlaurent.sarrazin@simplexeo.com Accept to forget the present for a while, to build our future
    • laurent.sarrazin@simplexeo.com
    • The TARGET : Radical.. AND Delight + Desire !! Denning : 1st guy for me to say « this must be radical »laurent.sarrazin@simplexeo.com THE (only ?) Book for Your CEOs, and Business Executives !
    • DESIRE & HAPYNESS Good to thrive for Client Delight, and what about Team Delight ??? (*) Structured Creativity ;)laurent.sarrazin@simplexeo.com (*) Source : J. Appelo
    • MAKE the CHANGE / KEEP The GROOVE (Oana) Learning and growing with a playful mindset Toward the Agile Balancedlaurent.sarrazin@simplexeo.com ScoreCard Business Value + The Agile University Real Clients  Agile Games, Dojo, Safaris, .. GAME ROOM Processes & Tools People and Org (*) Source : J. Appelo
    • A Real Game-Room to Foster Facilitationlaurent.sarrazin@simplexeo.com
    • Smooth Learning Walk SWEET & SMART Transitions Communities Coachinglaurent.sarrazin@simplexeo.com
    • Sustainable pace for our agile genesys ITERATIVE & INCREMENTAL To Keep the GROOVE !laurent.sarrazin@simplexeo.com Working with Seasons Business Value Clients Processes & Tools People and Org
    • Still a long way … What should be the NEXT CHALLENGElaurent.sarrazin@simplexeo.com ??
    • Inverting the Pyramid  Serving the value-creatorslaurent.sarrazin@simplexeo.com antidote contre le ventre mou des entreprises ? (ie le middle mgt ?? …)
    • Inverting the Pyramid (2/2)  Servant Leadership Listening Empathy Conceptualization Healing Foresight Awareness Stewardship Persuasion Growth of peoplelaurent.sarrazin@simplexeo.com Building community
    • laurent.sarrazin@simplexeo.com
    • See U soon We are planning to come back to introduce you the « Mental Vitamins »laurent.sarrazin@simplexeo.com for enhanced agile coaching ways ;)
    • laurent.sarrazin@simplexeo.com
    • Thank You ! Merci pour votre participation, et si vous le souhaitez laissez- moi votrelaurent.sarrazin@simplexeo.com feedback derrière la porte ;) Jurgen APPELO : http://www.noop.nl/2011/04/the-feedback-door.html 26
    • laurent.sarrazin@simplexeo.com Merci à nos sponsors Platinum
    • Et merci à nos sponsors Gold et Silverlaurent.sarrazin@simplexeo.com
    • laurent.sarrazin@simplexeo.com Questions ?
    • Servant Leadership Listening: listen actively to subordinates and support them in decision identification. Empathy: A servant leader attempts to understand and empathize with others. Healing: ability for healing one’s self and others. Awareness: ability to view situations from a more integrated, holistic position  get a better understanding about ethics and values. Persuasion: try to convince those they manage VS traditional, authoritarian Conceptualization: think beyond day-to-day realities.  constructs a personal , derives specific goals and implementation strategies. Foresight: foresee the likely outcome of a situation, by learning about the past and to achieve a better understanding about the current reality. Stewardship: CEOs, staffs and trustees have the task to hold their institution in trustlaurent.sarrazin@simplexeo.com for the greater good of society  Openness and persuasion are more important than control. Commitment to the Growth of people: nurture the personal, professional and spiritual growth of employees. Building community: A servant leader identifies means to build a strong community within his organization and wants to develop a true community among businesses and institutions
    • laurent.sarrazin@simplexeo.com Storyboard
    • Walk the Talk (1/2) TAKEDOWNS Planning is guessing Do not Stay Idle, KISS Why Grow ? COMPETITORS Workaholism Decommoditize your product Enough with Entrepreneurs Underdo Competition Who cares what they are doing GO Scratch your itch EVOLUTION Start Making Something Say no by Defaulot No time is no excuse Let your customer outgrow you You need less than you think Start a business, not a startup PROMOTION Build an audience PROGRESS Out-Teach Competition Start at the epicenter Emulate Chefs Ignore the details early on Launch now IRING Do it yourself first PRODUCTIVITY Pass on great people Meeting are toxic Everybody works Go to Sleep Test-drive employeeslaurent.sarrazin@simplexeo.com Quick Wins Don’t be a hero CULTURE Your estimates sucks Decisions are temporary Skip the rock stars Send people home at 5 Four-letter word ASAP is poison
    • Walk the Talk (2/2)  Like it Lean of Fat ??laurent.sarrazin@simplexeo.com
    • Reshaping the Balanced ScoreCardlaurent.sarrazin@simplexeo.com
    • laurent.sarrazin@simplexeo.com Kotters Change Model
    • UN-Learning to Learn SYSTEMS THINKING. The world is not created of separate unrelated forces. However, individuals have difficulty seeing the whole pattern. Systems thinking is a conceptual framework, a body of knowledge and tools that has been developed over the past fifty years, to make the full patterns clearer, and to help us see how to change things effectively and with the least amount of effort --to find the leverage points in a system. PERSONAL MASTERY. It is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. The discipline of personal mastery starts with clarifying the things that really matter to us, of living our lives in the service of our highest aspirations. MENTAL MODELS. They are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action the discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny. BUILDING SHARED VISION. The practice of shared vision involves the skills of unearthing shared "pictures of the future" that foster genuine commitment and enrollment, rather than compliance. TEAM LEARNING. The discipline of team learning starts with "dialogue," the capacity of members of a team to suspend assumptions and enter into a genuine "thinking together." (Dialogue differs from the more common "discussion," which has its roots with "percussion" and "concussion," literally a heaving of ideas back and forth in a winner-takes-all competition.) Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations. "Unless teams canlaurent.sarrazin@simplexeo.com learn, the organization cannot learn." METANOIA --A SHIFT OF MIND. Systems thinking needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building a shared vision fosters commitment to the long-term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture that lies beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world.