The document discusses the need for companies to transition to agile organizations in order to adapt to changing market conditions. It notes that strategic plans now last only 2 years on average, engagement is low, and company lifespans have decreased. Some companies have succeeded by modifying their culture to be more self-organizing, collaborative, and focused on continuous learning. The benefits of becoming an agile organization are listed as improved performance, engagement, retention, and customer satisfaction. Methods like lean startup, scrum, and holacracy are discussed. The transition is presented as an "organizational acupuncture" approach of starting small and iterating. Case studies of successful company transformations are provided.

1. AGILE COMPANY:
POSSIBLE OR
NECESSARY?
SYLVAIN LOUBRADOU
BET@LEADERSHIP
1

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

4. 4
CYNEFIN
POST-WAR
PERIOD
INDUSTRIAL
WORLD
TODAY
2000’S
TOMORROW

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

7. WHY?
7
MARKET AND
CUSTOMERS
ORGANIZATION
AND/OR
INTERNAL
CULTURE
?????

8. 8

9. XXI CENTURY
CHALLENGES
Real time information fluidity
Pleasure and engagement at work
Continuous learning and maestry
Collective wisdom and continuous improvement
9

10. SOME COMPANIES SUCCEED
10
KOLDO SARATXAGA, ZOBRIST

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. FROM THIS...
12

13. ... TO THIS
13

14. 14
INFORMAL
NETWORK
VALUE
CHAIN
HIERARCHY
SERVANT-LEADERSHIP
INFORMAL
NETWORK
VALUE
CHAIN
HIERARCHY
THEY REALLOCATE THE
WORKING TIME OF
THEIR TEAMS

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. 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
Leaders focus on WHY, the motivations and
respect of values
The teams focus on WHAT and HOW
SIMON SINEK - TED

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. 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. 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. 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. 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. 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. 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. 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. 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. WHERE ARE THEY?
27
IT
MARKETING
CUSTOMER SERVICE
LOGISTICS
PURCHASE
HR / FINANCE

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. AND THEN...
ANY LIMITS?
29
City council
At home with
9 and 11 years
old children

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
VISUAL WORKING BOARDS
EASY AND PRACTICAL
THIS IS A KANBAN = 4 COLUMNS
TO BE CONTINUED... EXAMPLES

32. 32
DAILY ACTIVITY
AND WORKING
MEETING
TEAM
FUNCTIONAL
DESCRIPTIONS
ROI AND
RESSOURCES
ANALYSIS

33. 33
KANBAN
OPERATIONS
TEAM
IT PROJECTS @
MARKETING
KANBAN
INTERNET +
INCIDENTS

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
PROJECTS @
CxO BOARD
KANBAN
PRODUCTION
BOARD @
PRINTING
AUTO CONTROL
@ MAINTENANCE
TEAM

36. 36
INCEPTION, CREATIVITY AND
ALIGNMENT WORKSHOP
RETROSPECTIVE,
CONTINUOUS
IMPROVEMENT
MEETING
COLLABORATIVE
PROCESS
DESCRIPTION
CRISIS MEETING
(POSTMORTEM)

37. 37
TRAININGS
BOARD
OUTLOOK
CALENDER /
MEETING BOARD
OPEN SPACE /
CONTENTS
PAIR WORKING

38. 38
LEGO SESSIONS
MEETING ROOM