Betaleadership Helping Towards The Agile Organization
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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. ...

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 Betaleadership Helping Towards The Agile Organization Presentation Transcript

  • 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 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
  • 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 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
  • 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 Collective wisdom and continuous improvement 9
  • 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 MANAGEMENT HIERARQUICAL SYSTEM COMMAND-AND- CONTROL
  • FROM THIS... 12
  • ... TO THIS 13
  • 14 INFORMAL NETWORK VALUE CHAIN HIERARCHY SERVANT-LEADERSHIP INFORMAL NETWORK VALUE CHAIN HIERARCHY THEY REALLOCATE THE WORKING TIME OF THEIR TEAMS
  • 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
  • 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 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 self- organized Management TEAM TEAM MANAGER PRESSURE VALUE VALUE ALIGNMENT
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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 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
  • 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.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 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 CAMPAIGNS @ MARKETING KAIZEN PROJECT BOARD @ PURCHASE
  • 35 PROJECTS @ CxO BOARD KANBAN PRODUCTION BOARD @ PRINTING AUTO CONTROL @ MAINTENANCE TEAM
  • 36 INCEPTION, CREATIVITY AND ALIGNMENT WORKSHOP RETROSPECTIVE, CONTINUOUS IMPROVEMENT MEETING COLLABORATIVE PROCESS DESCRIPTION CRISIS MEETING (POSTMORTEM)
  • 37 TRAININGS BOARD OUTLOOK CALENDER / MEETING BOARD OPEN SPACE / CONTENTS PAIR WORKING
  • 38 LEGO SESSIONS MEETING ROOM