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Identifying, structuring and piloting disruptive situations using agile type of methodologies
Approaches and case study

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  • 1. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 MBA 2010 & Risk Management Module (Prof. Emmanuel Fragnière) Identifying, structuring and piloting disruptive situations using agile type of methodologies Approaches and case study 2
  • 2. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Synopsis :   Admin stuff   About us   Managing disruptive situations in crisis times using agile type of methodologies   A Case study : Designing & Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Wrap-up April 17, 2010 3
  • 3. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Time table 11:30 – 12:00 Concepts & Methodologies 12:00 – 12:15 Briefing Case Study 13:00 – 13:50 Working Groups : - Solve Part A and - Prepare 10’ Presentation 13:50 – 14:30 Plenum : Group Presentations Part A 14:30 – 15:20 Working Groups : - Solve Part B - Prepare 5’ Presentation 15:20 – 15:40 Plenum : Group Presentations 15:40 – 16:00 Wrap-up 4
  • 4. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Synopsis   Admin stuff   About us   Managing disruptive situations in crisis times using agile type of methodologies   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Results April 17, 2010 5
  • 5. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 About us Patrick Bays Philippe Steinmann   Lic. Econometrics, MBA IMD   Expert Auditor   15 years of international   20 years of international exposure in exposure in : o  the prototyping and the o  the management of implementation of disrutptive special projects innovation o  Supporting organizations o  change management within facing volatile situations several industries (high growth rate, turnaround)   PwC, Tetra Pak, Swisscom,   KPMG, Ilta Holding, UCB Pharma, Wake Asset Euroterminal Management   English, German, French   English, French 6
  • 6. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Synopsis :   Admin stuff   About us   Managing disruptive situations in crisis times using agile type of methodologies   A : Management approach   B : A deep dive in agility type of methods   C : How to practically handle such situations   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Results - Wrap-up & Good-luck April 17, 2010 7
  • 7. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Risk Management SSoA: awareness changes perspectives 8
  • 8. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Set the stage and quickly agree upon a common language Step 1 Step 2 Step 3 Step 4 Step 5 E Crisis management Vulnerability Anticipate Prevent Apply Restore analysis Manage the information Event Threats Measures Norms and Standards of protocols engagement Risk Management Contingency Planning Recovery Management Business continuity Planning 9
  • 9. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 A situation of disruption occurs when ... for a given organizational system…. Period of high vollatility A new Equilibrium equilibrium Correctives E measures A particular event causes a disruption of this balance which threatens the sustainability of this system 10
  • 10. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 All these disruptive situations have a point in common … China Pledges to Work With U.S. on Iran Sanctions Toyota suspends sales January 2010, recall list Mumbai, Terrorists attacks … initially no one anticipated the storm that followed. 11
  • 11. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Afterwards, most actors agree they were unable to grasp the severity of the situation … Symptoms •  No abrupt change but soft slips Crisis Managing the High Potential impact Management unexpected causing discomfort and doubts •  Lack of response and lack of anticipation leading from the start to to become chronic victims of events •  Lack of internal coordination and Low Operational Fault consultation Management Management •  Chaotic and contraductory internal so as external communication Yes No Anticipated event …due to a slowly increasing disturbing feeling invading and panicking them 12
  • 12. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The management of such a disruption is fundamentally different if the triggering event could be anticipated in advance ... Step 1 Step 2 Step 3 Step 4 Step 5 E Crisis management Vulnerability Anticipate Prevent Apply Restore analysis React Restore Managing the unexpected Event 13
  • 13. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Our approach to managing the unexpected Goal Observing extreme behaviors in Crisis times Allowing in uncertainty s Principle situations to, •  analyze lo gy •  structure Méthodo •  solve a problem using successive iterations 14
  • 14. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Each corporation has developed different ways of managing a crisis depending upon the environment they are confronted with Emergency Department ** Military Forces ** 3 minutes … SStart SEnd t SStart SInt.1 SInt.2 SInt.n t Information quality •  Precise, measured •  Poor, estimated Database •  Exhaustive •  Fragmentary Results •  Likelihood available •  Expected Time management •  Normed •  Estimated Standards code of conducts and Method of dynamic resolution normed protocoles by successive iterations ** : no resistance to change 15
  • 15. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Understanding the quality of information available is key for the manager to apply the proper behavior Apply Crisis situation React ED Ma MiF Quality of the information available Precise, calibrated ED Mgr Poor MiF Normed Estimated Emergency Manager Military Forces Department Time management in emergency situations 16
  • 16. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The military-style approach (simplified) Analyzing and Planning Iterations Developing the engagement plan Shaping decision Assessment of the situation Draft backplanning Triggering emergency measures Identification of the problem 17
  • 17. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Cougars in a nutshell :   Admin stuff   Who we are and who you are ?   Managing disruptive situations in crisis times using agile type of methodologies   A: Management approach   B: A deep dive in agility type of methods   C : How to practically handle such situations   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Results - Wrap-up & Good-luck April 17, 2010 18
  • 18. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Agility in a nutshell 19
  • 19. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Our approach combines the strengths of two frameworks using cross functional teams to quickly generate an impact Deep Dive Scrum •  A technique to rapidly immerse a team •  An agile and lean methodology used for into a situation for problem solving in : software development: o  Product development o  Designed to adapt to changing o  Process improvement requirements during the development process at short regular intervalles o  Customer service strategy o  Allows teams to priorize customers requirements and adopt work produced in real time to customer needs 20
  • 20. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Deep Dive: step by step http://www.youtube.com/watch?v=M66ZU2PCIcM Inspiration Ideation Implementation Observe and inquire Tell stories Synthesize Visualize Realize Refine Evaluate Execute Spread 21
  • 21. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Deep dive belongs to the Design Thinking framework Abstract Méthod. Framework Observations Principles Observations Time_ Problem Prototypes Prototypes Prototypes Prototypes Solution Observed 22
  • 22. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 But the IDEO Frameworks reaches some limits as soon as the requirements need to be re-priorized permanently Scrum Scrum methodology mainly used for software development provides a strong framework to address this topic 23
  • 23. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Scrum in a nutshell http://www.youtube.com/watch?v=vmGMpME_phg http://www.youtube.com/watch?v=Q5k7a9YEoUI 24
  • 24. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Selection of requirements is key 25
  • 25. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Une fois les besoins du client hiéarchisés, les deux acteurs s’engagent 26
  • 26. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 An high level illustration of our Agile Development Methods A dynamic approach under dynamic environmental monitoring Observe and ask Develop a Storyline Priorize Co-Create Inspiration Ideation Implémentation Deep Dive Scrum 27
  • 27. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Cougars in a nutshell :   Admin stuff   Who we are and who you are ?   Managing disruptive situations in crisis times using agile type of methodologies   A: Management approach   B: A deep dive in agility type of methods   C : How to practically handle such situations   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Results - Wrap-up & Good-luck April 17, 2010 28
  • 28. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 In practice, a situation of high volatility is resolved step by step Step 1 Step 2 Step 3 Step 4 Step 5 Project Management & Communication Urgency measures Process Storyline Implementation, Agile controls and Scoping Clarification Gain support Prototyping adjustements Planing Decision Decision Decision Decision Decision Tool-Box Change management & Implementation 29
  • 29. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Basic Model : Analysis – Concept - Outputs Méta-Modèle The goal here is clearly •  to understand the market / client / technology and constraints (internal & external SWOT analysis, Analysis Concept Outputs PESTLE analysis and Primo-F analysis and gather facts •  Draft a first logical structure •  Sketch first desired outputs 30
  • 30. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Cougars in a nutshell :   Admin stuffs   Who we are and who you are ?   Managing disruptive situations in crisis times using agile type of methodologies   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Part A : Diagnosis, Scoping and Clarification   Part B : Prototyping and implementation   Results - Wrap-up & Good-luck April 17, 2010 31
  • 31. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Engagement Teams Team 1 : Team 2 : Team 3 : Team 4 : 32
  • 32. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Case Study Part A : team requirement Within your attributed teams, using the module toolbox so as the concepts and methodologies presented today morning, analyze thoroughly the information provided for Part A. Expected Output from each group: a max 10 minutes bullet point team presentation in powerpoint presenting   Risk inventory (refer to Prof Fragniere handouts pp. 11, 12,13,16) and   Risk mapping (refer to Prof Fragniere handouts p. 30) Time at your disposal for preparation: from 13 : 00 to 13 : 50 Good luck ! 33
  • 33. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Cougars in a nutshell :   Admin stuffs   About us   Managing disruptive situations in crisis times using agile type of methodologies   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Part A : Diagnosis, Scoping and Clarification   Part B : Prototyping & implementation   Wrap-up April 17, 2010 34
  • 34. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Case Study Part B : team requirement Within the attributed team, using the module toolbox so as the concepts and methodologies presented today morning, analyze thoroughly the information provided for Part A so as the additional information provided for Part B. Output expected from each team : A 5 minutes bullet point presentation presenting   Which strategy to mitigate which risks ? ( consider pp 42, 90, 91, 92, 139) ?   How would you manage the perceived risks ?   Briefly : How would you envision prototyping such a dilemma under a time constraint of 4 months ? How would you implement your solution and by when? Time at your disposal for preparation: from 14 : 30 to 15 : 20 Good luck ! 35
  • 35. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The Cougars in a nutshell :   Admin stuffs   About us   Managing disruptive situations in crisis times using agile type of methodologies   A Case study : Implementing Counter terrorism security for a leading brand in the luxury Hotel Industry   Wrap-up April 17, 2010 36
  • 36. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Gérer de telles situations de rupture nécessite : •  Le projet doit disposer des appuis au bon niveau organisationnel Légitimité (idéalement Conseil d’administration ou Direction générale) •  Etre convaincu qu’il est meilleur de se tromper tôt et souvent au Méthodologie lieu d’une fois mais trop tard de « type » agile •  Permet de revisiter en permanence le processus de décision en fonction des modifications de l’environnement Expertise •  Understanding the complexity of the problem Expérience •  Being at ease to make difficult decisions Préalable •  Know the "standard silencer 37
  • 37. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Managing such disruptive situations requires : •  The project sponsor should be positioned at an organizational Legitimacy level, which enables carrying the required decisions (ideally Board level or Senior Executive level) •  A customer based approach for product development based on the fact that the external conditions (customer and marketing) will Agile continually change. Methodology •  The purpose is to increase efficiency in the cooperation between the internal and external partners Expertise Previous •  Understanding the complexity of the problem exposure •  Being at ease to make difficult decisions •  Being aware of some “silent standards” 38
  • 38. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 The issue to be managed within a firm following a situation of break-up is truly multi-dimensional Emotions Resistance Surprise Stress Indivividuals Understanding the Resistance to change stages of grief Groupes Storylining to develop Clash of several different perspectives a shared vision Envision a solution the Firm Lack or reference framework and boundaries way to get there Managerial Change « Agile » Rétroactive psychology management Méthodology planning 39
  • 39. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 Les « standards silencieux » sont diamétralement opposés si le système est en rupture ou à l’équilibre En situation d’équilibre En situation de rupture •  Les erreurs sont punies •  Les erreurs font partie du •  Les échecs ne sont pas tolérés processus d’apprentissage •  Les échecs nourissent le succès •  A toute question posée, il existe •  Il n’existe pas de réponse correcte une réponse correcte qu’il convient •  Il faut poser les bonnes questions de trouver (et sans tabou) pour trouver la meilleure réponse •  Faire preuve d’une opinion •  Avoir l’arrogance d’exposer une consensuelle opinion dérangeante 40
  • 40. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 In practice, a situation of high volatility is resolved step by step Step 1 Step 2 Step 3 Step 4 Step 5 Project Management & Communication Urgency measures Process Storyline Implementation, Agile controls and Scoping Clarification Gain support Prototyping adjustements Planing Decision Decision Decision Decision Decision Tool-Box Change management & Implementation 41
  • 41. Bath University – School of Management – EMBA Class of 2010 & Risk Management Option 2010.04.17 42