AGILE COMPANY:
POSSIBLE OR
NECESSARY?
SYLVAIN LOUBRADOU
BET@LEADERSHIP
1
THE WORLD IS
CHANGING
The purchasing experience is more valuable than the product
itself
Usage is substituting the propert...
3
4
CYNEFIN
POST-WAR
PERIOD
INDUSTRIAL
WORLD
TODAY
2000’S
TOMORROW
ORGANIZATIONS AND
COMPANIES SUFFER
A strategic plan lasts only 2 years in comparison to 5 in 2000
In France, 13% of employ...
6
WHY?
7
MARKET AND
CUSTOMERS
ORGANIZATION
AND/OR
INTERNAL
CULTURE
?????
8
XXI CENTURY
CHALLENGES
Real time information fluidity
Pleasure and engagement at work
Continuous learning and maestry
Coll...
SOME COMPANIES SUCCEED
10
KOLDO SARATXAGA, ZOBRIST
HOW DO THEY MANAGE IT?
THEY MODIFY THEIR CULTURE
11
LEAN
MANAGEMENT
LEAN STARTUP
AGILE
METHODES
HOLACRACY
RADICAL
MANAGEME...
FROM THIS...
12
... TO THIS
13
14
INFORMAL
NETWORK
VALUE
CHAIN
HIERARCHY
SERVANT-LEADERSHIP
INFORMAL
NETWORK
VALUE
CHAIN
HIERARCHY
THEY REALLOCATE THE
WO...
WHY TALKING ABOUT THE
AGILE ORGANIZATION?
15
For the company
Improving turnover and benefits
Adaptability, better time-to-...
METHODOLOGICAL
PRINCIPLES
Visual communication and radical
transparency
Less control and more measure
Creation of learning...
17
Leaders focus on WHY, the motivations and
respect of values
The teams focus on WHAT and HOW
SIMON SINEK - TED
LEADERS ASK
GOOD
QUESTIONS
AND ENSURE
THAT TEAMS
CAN RESPOND
18
Hierarchical
Management /
Command-and-
control
Agile or se...
AN AGILE
ORGANIZATION, IS IT
NECESSARY?
Information velocity and transparency ensure the
systems’ and organizations’ stabi...
HOW DOES IT WORK?
IT people (Hacker and Geek Culture), industries and
startups nave been developing pragmatic tools :
• Le...
APPLIED
METHODOLOGY
ORGANIZATIONAL ACUPUNCTURE, or start small
without risk, with one success, and iterate rapidly to
the ...
STEPS
1. EXPLORATORY PHASE
1. Definition of goals
2. Looking for volunteers and teams
3. Analyse the value chain and non n...
METHODOLOGICAL
COMPLEMENTS
1. Transversal and variable team evaluating the
project
2. Mensual Retrospective (continuous im...
OTHER SERVICES
• On-demand trainings on:
• collaborative culture
• agile or lean startup methods
• complexity or informati...
IS IT POSSIBLE?
REFERENCES
• VENCA (400 people, 6 departments) 
transition to agile teams and
departments, from IT to the...
CASE VENCA – WHAT
DID WE MANAGE?
26
BUSINESS
New mobile web site in 4 months
First half year with increasing turnover sinc...
WHERE ARE THEY?
27
IT
MARKETING
CUSTOMER SERVICE
LOGISTICS
PURCHASE
HR / FINANCE
AND THEN...
SUCCESS KEY FACTORS
it is a cultural change, not only a
methodological
We must share a dream
We practice radic...
AND THEN...
ANY LIMITS?
29
City council
At home with
9 and 11 years
old children
YOU THINK BOTH? THEN CONTACT
ME:
Bet@leadership – Sylvain Loubradou
Email: sylvain@betaleadership.com
or sl.conseil@gmail....
31
VISUAL WORKING BOARDS
EASY AND PRACTICAL
THIS IS A KANBAN = 4 COLUMNS
TO BE CONTINUED... EXAMPLES
32
DAILY ACTIVITY
AND WORKING
MEETING
TEAM
FUNCTIONAL
DESCRIPTIONS
ROI AND
RESSOURCES
ANALYSIS
33
KANBAN
OPERATIONS
TEAM
IT PROJECTS @
MARKETING
KANBAN
INTERNET +
INCIDENTS
34
SCRUM FOR
MOBILE WEB
PROJECT
PROJECT
BOARD
EN MODE
USER STORY
MAPPING
OPERATIONS
TEAM
SCRUM PROJECT
BOARD SOLD
OUT CAMP...
35
PROJECTS @
CxO BOARD
KANBAN
PRODUCTION
BOARD @
PRINTING
AUTO CONTROL
@ MAINTENANCE
TEAM
36
INCEPTION, CREATIVITY AND
ALIGNMENT WORKSHOP
RETROSPECTIVE,
CONTINUOUS
IMPROVEMENT
MEETING
COLLABORATIVE
PROCESS
DESCRI...
37
TRAININGS
BOARD
OUTLOOK
CALENDER /
MEETING BOARD
OPEN SPACE /
CONTENTS
PAIR WORKING
38
LEGO SESSIONS
MEETING ROOM
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Betaleadership Helping Towards The Agile Organization

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Betaleadership helps you managing the transition to a more agile and collaborative organization, to face better the challenges of a complex world.
Using agile and lean startup methods, you will be able to start this journey with a minimum of risks but a lot of benefits for all stakeholders.
Let's talk about this.

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Betaleadership Helping Towards The Agile Organization

  1. 1. AGILE COMPANY: POSSIBLE OR NECESSARY? SYLVAIN LOUBRADOU BET@LEADERSHIP 1
  2. 2. THE WORLD IS CHANGING The purchasing experience is more valuable than the product itself Usage is substituting the property Game rules change every day (Uber for the taxi drivers, Asos for the fashion, King for video games...) The customer has access to more information than the employee The technological complexity has been increasing exponentially 3D-Printing and open Hardware will disrupt in the production markets (Makers, Hacklab, FabLab...) More than half of the human digital information has been produced during the last two years 2
  3. 3. 3
  4. 4. 4 CYNEFIN POST-WAR PERIOD INDUSTRIAL WORLD TODAY 2000’S TOMORROW
  5. 5. ORGANIZATIONS AND COMPANIES SUFFER A strategic plan lasts only 2 years in comparison to 5 in 2000 In France, 13% of employees estimate being engaged In Spain, only 15% of leaders are considerated having a positive impact The 10 most searched jobs on LinkedIn didn’t exist 5 years ago Companies life expectancy has fallen from 50 to 15 years in the last 2 decades The mid-management can not face the double pressure market-hierarchy any more and is getting tired and disengaged 5
  6. 6. 6
  7. 7. WHY? 7 MARKET AND CUSTOMERS ORGANIZATION AND/OR INTERNAL CULTURE ?????
  8. 8. 8
  9. 9. XXI CENTURY CHALLENGES Real time information fluidity Pleasure and engagement at work Continuous learning and maestry Collective wisdom and continuous improvement 9
  10. 10. SOME COMPANIES SUCCEED 10 KOLDO SARATXAGA, ZOBRIST
  11. 11. HOW DO THEY MANAGE IT? THEY MODIFY THEIR CULTURE 11 LEAN MANAGEMENT LEAN STARTUP AGILE METHODES HOLACRACY RADICAL MANAGEMENT HIERARQUICAL SYSTEM COMMAND-AND- CONTROL
  12. 12. FROM THIS... 12
  13. 13. ... TO THIS 13
  14. 14. 14 INFORMAL NETWORK VALUE CHAIN HIERARCHY SERVANT-LEADERSHIP INFORMAL NETWORK VALUE CHAIN HIERARCHY THEY REALLOCATE THE WORKING TIME OF THEIR TEAMS
  15. 15. WHY TALKING ABOUT THE AGILE ORGANIZATION? 15 For the company Improving turnover and benefits Adaptability, better time-to-market Innovation, durability For the management Pleasure while leading teams Retain talents More team engagement Less stress Strategical point of view For the teams Pleasure Mastery and personal development Proudness Life Quality Autonomy For the customers Better service, better products More fidelity
  16. 16. METHODOLOGICAL PRINCIPLES Visual communication and radical transparency Less control and more measure Creation of learning and continuous improvement loops : Build-Measure- Learn or PDCA (Plan-Do-Check-Act) Autonomy or Team self-organization with servant-leaders Try and learn, right to fail 16
  17. 17. 17 Leaders focus on WHY, the motivations and respect of values The teams focus on WHAT and HOW SIMON SINEK - TED
  18. 18. LEADERS ASK GOOD QUESTIONS AND ENSURE THAT TEAMS CAN RESPOND 18 Hierarchical Management / Command-and- control Agile or self- organized Management TEAM TEAM MANAGER PRESSURE VALUE VALUE ALIGNMENT
  19. 19. AN AGILE ORGANIZATION, IS IT NECESSARY? Information velocity and transparency ensure the systems’ and organizations’ stability in complex environments The intrinsecal motivation of all women and men relies on freedom and respect, personal development and mastery, purpose Engaged teams show a multiplicated capacity towards efficiency and differentiation Efficiency can not be individual any more, it is a collective skill 19
  20. 20. HOW DOES IT WORK? IT people (Hacker and Geek Culture), industries and startups nave been developing pragmatic tools : • Lean and Continuous Improvement => TOYOTA • Agile Methods (scrum, kanban, retrospectives) => SPOTIFY • Collaborative Serious Games => NETFLIX • Lean Startup Tools (Business Canvas, Minimum Viable Product) => DROPBOX 20
  21. 21. APPLIED METHODOLOGY ORGANIZATIONAL ACUPUNCTURE, or start small without risk, with one success, and iterate rapidly to the rest of the organization (up to the defined limits) • use of previous tools •  reinforce collaboration and transparency • elaborate clear goals and territories with CxO and HR • create a common horizon • start with one team of volunteers and/or on a field with big needs of change •  demonstrate a case of success • show transparency on the process to explain the will of extending the method •  create new volunteers and reduce the change resistance 21
  22. 22. STEPS 1. EXPLORATORY PHASE 1. Definition of goals 2. Looking for volunteers and teams 3. Analyse the value chain and non necessary tasks 2. ITERATIONS 1. Set up of boards and continuous improvement tools 2. Training of volunteers upon the tools 3. Disponibility for new volunteer teams and management 4. Active research of internal coaches 3. STABILIZATION 1. New iterations and training of coaches 2. Coaching of CxO and internal coaches 22
  23. 23. METHODOLOGICAL COMPLEMENTS 1. Transversal and variable team evaluating the project 2. Mensual Retrospective (continuous improvement meeting) 3. KPIs 4. Transparent project board 5. During phases 1 and 2 physical presence in the company required 23 BUSINESS MANAGEMENT TEAM CULTURE AND COACHING
  24. 24. OTHER SERVICES • On-demand trainings on: • collaborative culture • agile or lean startup methods • complexity or information theories • Project or Team Kick-Off Workshops • Collaborative Audits • The consultant helps the team to realize the self-audit, providing collaborative tools and animation • The knowledge is kept and shared within the company • KPIs and corrective actions are not forced but devided collectively • Transition Management (IT or Supply Chain teams, projects) 24
  25. 25. IS IT POSSIBLE? REFERENCES • VENCA (400 people, 6 departments)  transition to agile teams and departments, from IT to the company • MOVITEX (600 people, 6 departments)  transition to agile and visual methods, from Marketing to the company • City Council of Vilanova i la Geltru (400 people, 1 team at this time)  transition to agile methods • NEAPOLIS (10 people, 1 team)  transition to agile management 25
  26. 26. CASE VENCA – WHAT DID WE MANAGE? 26 BUSINESS New mobile web site in 4 months First half year with increasing turnover since 2007 Export to 7 countries within 1 year MANAGEMENT New annual strategical plan Shorter Time-to-Market Less burocracy Less reorganization Less social impacts TEAM Pleasure Mastery in digital and web skills Innovations Engagement Proud 60% internal trainings AGILE CULTURE 3 agile departments over 6 1 Lean department
  27. 27. WHERE ARE THEY? 27 IT MARKETING CUSTOMER SERVICE LOGISTICS PURCHASE HR / FINANCE
  28. 28. AND THEN... SUCCESS KEY FACTORS it is a cultural change, not only a methodological We must share a dream We practice radical transparency Having fun in the change is essential We must show discipline in trusting each other and not personalize problems First let’s build quick wins and bright spots 28
  29. 29. AND THEN... ANY LIMITS? 29 City council At home with 9 and 11 years old children
  30. 30. YOU THINK BOTH? THEN CONTACT ME: Bet@leadership – Sylvain Loubradou Email: sylvain@betaleadership.com or sl.conseil@gmail.com (Hangout, Drive) Phone: (+34) 672 723 441 Skype: sylvloub Twitter:@sylvainpam18 or @betaleadership www.about.me/sylvainloubradou AGILE COMPANY, THEN... NECESSARY OR POSSIBLE? 30
  31. 31. 31 VISUAL WORKING BOARDS EASY AND PRACTICAL THIS IS A KANBAN = 4 COLUMNS TO BE CONTINUED... EXAMPLES
  32. 32. 32 DAILY ACTIVITY AND WORKING MEETING TEAM FUNCTIONAL DESCRIPTIONS ROI AND RESSOURCES ANALYSIS
  33. 33. 33 KANBAN OPERATIONS TEAM IT PROJECTS @ MARKETING KANBAN INTERNET + INCIDENTS
  34. 34. 34 SCRUM FOR MOBILE WEB PROJECT PROJECT BOARD EN MODE USER STORY MAPPING OPERATIONS TEAM SCRUM PROJECT BOARD SOLD OUT CAMPAIGNS @ MARKETING KAIZEN PROJECT BOARD @ PURCHASE
  35. 35. 35 PROJECTS @ CxO BOARD KANBAN PRODUCTION BOARD @ PRINTING AUTO CONTROL @ MAINTENANCE TEAM
  36. 36. 36 INCEPTION, CREATIVITY AND ALIGNMENT WORKSHOP RETROSPECTIVE, CONTINUOUS IMPROVEMENT MEETING COLLABORATIVE PROCESS DESCRIPTION CRISIS MEETING (POSTMORTEM)
  37. 37. 37 TRAININGS BOARD OUTLOOK CALENDER / MEETING BOARD OPEN SPACE / CONTENTS PAIR WORKING
  38. 38. 38 LEGO SESSIONS MEETING ROOM
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