The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.

1. FACILITATING INNOVATION, LEADERSHIP & STRATEGY
The Agile Enterprise Enabled
• Montréal •

2. @frederic_moreau
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Agile facilitator and coach, I increase the performance of people and companies
in a turbulent world through workshop, coaching, conference, and training in
#innovation, #leadership and #strategy.

3. PRESSURES FROM THE ENVIRONMENT ARE PUSHING
COMPANIES TO CONSTANTLY MOVE AND ADJUST
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Volatility Changes are happening fast and are unpredictable
Uncertainty
The five-year strategic plan has gone through, it is impossible to
know whether the 12-month plan will be viable
Complexity
The company is an open system where the interdependencies
between players are numerous and complex
Ambiguity
The certainty of the result of large investments gives way to
experimentation and rapid iteration
End of cycles
Business models change to more innovative, more open-ended
models that offer more value to customers
Selfhood
Someone want to be recognized for what he/she is, and to exist
in a group whose raison d'être and purpose he/she shares

4. TIME OF DIGITAL DARWINISM
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• Technologies are changing consumer
behaviors and expectations, forcing more
and more companies to adapt
• Business decision-makers face a paradox:
technologies are part of the problem and part
of the solution
• Decision-makers focus their adaptation on
technologies, while the phenomenon is more
complex

5. TECHNOLOGIES’ IMPACTS
AS SEEN THROUGH THE SEISMOGRAM ANGLE
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6. AT THE ORIGIN OF THE SHOCKS
THE EMERGENCE OF NEW TECHNOLOGIES
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Technology
introduction
Disruptive
technology
introduction

7. SHOCKS CAN BE MEASURED ON 2 AXES
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Intensity
Propagation

8. A SHOCK WILL IMPACT 5 DOMAINS
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Propagation
Job done
Activities of
the business
Social Economic Political Cultural
Values &
beliefs
Intensity

9. Job done
Activities of
the business
Social Economic Political Cultural
Values &
beliefs
Intensity
WHEN THE SHOCK WAVE STRIKES THE CULTURE
IT SPREADS RAPIDLY IN THE OPPOSITE DIRECTION, SWEEPING IN
ITS PATH ANYTHING THAT HAS NOT ADAPTED
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Propagation

10. 10
Humans Strategy
Process Technologies
Tangible
Intangible
HUMANS ARE AT THE CENTER OF STAKES AND OPPORTUNITIES
MORE THAN 50% OF TRANSFORMATION PROJECTS FAIL BECAUSE OF HUMANS
Guidance in the transformation journey is necessary

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OUR MISSION
PÖL facilitates transformation and increases the performance of
individuals and companies through conferences, workshops,
coaching, and trainings in innovation, leadership and strategy,
based on lean & agile values and practices.

12. FOUNDATIONS OF BUSINESS AGILITY
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Vision
Collaboration Anticipation
Fast
Cost-effective
Value creation driven
Total satisfaction
Iterations

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THE AGILE ENTERPRISE
The Agile Enterprise is a group of persons who anticipate and
dynamically adjust to the ongoing changes in the environment in
order to reach a common goal for which the purpose is shared.

14. ORGANIZATIONAL AGILITY
Execution Agility
(Implementation)
Capacity to deliver more value
within projects and operations at
a faster pace and the lowest
possible cost
Strategy Agility
(Directions)
Capacity to change directions
and reallocate resources fast to
seize the right opportunities
Leadership Agility
(Culture)
Capacity to apply the right
behaviors with the right mindset
at the right time to be aligned
with the demand of an ever-
changing environment
« The Agile
Enterprise is a group
of people who
anticipate and
dynamically adjust to
the ongoing changes
in the environment in
order to reach a
common goal for
which the meaning is
shared ».
- J. Barrand, Author
The Agile Enterprise, 2010
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15. TOTAL HUMAN PERFORMANCE
«In a world where
decisions are
increasingly taken
by algorithms, there
is an urgent need to
grow human
performance for
mankind to remain
master of its
destiny».
- F. Moreau, Agile Facilitator
2016
4 domains of human performance to master - based on the FACE model by agil’OA
To Be
Life skills
& attitude
To Do
Knowledge
& technical skills
Act together
Collective
behaviors
& mindset
Context
Understand & adjust to your
ever-changing environment
Be a lifelong student
Be true to yourself
Be an anthropologist
Be a team player
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16. MAIN POINTS OF IMPROVEMENT
OF THE PERFORMANCE WE ARE DEALING WITH
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Leadership
• Unlock humans in operations or projects
• Clarify / simplify roles and responsibilities
• Align collaboration principles
• Specify cooperation frameworks
• Increase cohesion
• Develop autonomy
• Bring more organizational structure
• Developing individual and collective trust
Strategy
• Contextualization / environment analysis
• Alignment of vision
• Quick-wins & quick-fix
• Strengthening performance measures
• Strategic backlog prioritization
• Master planning
• Planning and agile management of
innovation projects
• Budgetary alignment

17. 4 AREAS OF INTERVENTION
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Strategy
Leadership
Innovation
Our programs are scalable
based on the stage of
development of the client
company and what it needs
Agility starter

18. AGILITY STARTER PROGRAMS
• Often the starting point of our mandates
• Provides alignment with vision, priorities for improvement and modalities of
cooperation
• Easily identifies the underlying levers of business performance development
• Can "save" a project or a team going through difficult times
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Agility Starter
for a Team
Agility Starter for
Executive Board
Agile Project
Management
• Contextualization of the team
• Strategic Alignment
• Identification of "quick-wins" for
cooperation
• Assessment of individual
development needs
• Creating a collective action plan
• Contextualization of the
company
• Strategic Alignment
• Identification of "quick-wins" of
management cooperation
• Assessment of individual
development needs
• Creating a collective action plan
• Facilitation of project teams in
agile mode (Scrum or Kanban)
• Supervision of the agile coach to
optimize its interventions in the
context specific to each
company and each team

19. LEADERSHIP PROGRAMS
• The goal is to grow managerial skills as well as the autonomy of the team
• Our programs cover internal leadership that activates each person's
internal triggers, as well as external leadership, which focuses on improving
people’s capacity to cooperate, anticipate, and innovate together
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External Agile Leadership
Coaching
Internal Agile Leadership
Coaching
• Initial personal coaching following the Agility Starter
workshop
• Identification of internal levers to activate or grow
• Assessment of personal development needs
• Personal coaching - tailor-made programs according
to individual needs
• Follow-up of the collective actions defined during
the Agility Starter workshop
• Evaluation of the development needs of the team
• Integration of the agile leadership model in the
organization and management practice of teams
• Team coaching - tailor-made programs according to
the needs of the team

20. STRATEGY PROGRAMS
• The goal is to strengthen the position of the company in its market
• Allows to define and refine the business model and the strategy of an
enterprise according to its stage of development and its needs
• Facilitates or complements ad hoc actions requiring specialized expertise
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Navigator
Strategy
Agile Strategy Master Plan Ad-hoc programs
• Strategic alignment
workshop addressing 4
pillars (vision, forces,
hindrances, direction)
• Identification of market
opportunities
• Production of a strategic
agenda
• Strategic alignment
workshop for the 4 key
areas of a strategy
including 40
components (business
model, market analysis,
strategy, performance
plan)
• Production of a strategic
actions backlog
• Formulation of a master
plan based on the
elements resulting from
the agile strategy
• Production of a
communication
document for employees
and the market
• Marketing
• Sales
• Data analysis and
dashboards
• Project planning
• Project management

21. INNOVATION PROGRAMS
• The goal is to ensure the best chance of success for your innovation initiatives
• Programs are based on the lean and agile techniques of incubation and
acceleration of silicon valley
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Customer
development
Business
Modeling
Validation Propulsion
• Search for the market
problem and the
solution opportunity
• Definition of the first
characteristics of the
product / service
• Design thinking
workshop
• Business model
workshop to produce
business assumptions
and hypothesis to
validate, using the
Business Model canvas
framework
• MVP Prototyping
• Traction measurement
• MVP finalization
• Product deployment
and launch plan
• Performance
Measurement
• Refocusing and
iterations following
results

22. 2016 CASE STUDIES
•National Bank of Canada
Agility starter for a group of 19 vice-presidents on a strategic project aimed at changing the mode
of cooperation in the company. Strategic alignment, team alignement, definition of the next action.
•BDC - Business Development Bank
Facilitation program to design of a new service offering for its 35,000 clients. Support in defining a
program to achieve the goal, facilitating workshop meetings and aligning the vision, facilitating and
contributing to the activities strategic planing and leadership transformation.
•Emergensys
Agility Starter workshop with the delivery department of the company. Individual and collective
coaching to transform the leadership of the company as well as collaboration methods to
accelerate and improve client delivery
•Canada Council for the Arts (VUCAVU.ca project)
Facilitation for the definition of the strategic plan and the business plan of a new media art
distribution platform, agility starter workshop of the management team, support in the recruitment
of a first operational team
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23. SOME TOOLS AND METHODS
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24. THE 1/10TH BUSINESS SCOPING PRINCIPLE
SCALE DOWN TO SCALE UP
Return on investment and value creation are
at the core of our mandates. In order to
ensure the best return on investment, we
design our programs according to the 1/10th
principle.
It’s a 3-step process.
- We identify your opportunity and we
measure it before launching a pilot program
on 1/10th of this total opportunity
- We measure the results and learn lessons to
improve the next iteration
- We renew the optimized program on a
second 10th of your opportunity.We reiterate
this process until you get your best ROI
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Seizable
Opportunity
1/10th of the
opportunity
1/10th as an
investissement

25. PRODUCE YOUR BUSINESS STRATEGY IN LESS THAN 3 HOURS
WITH THE CRYSTAL DYNAMIC METHODOLOGY
This unique approach provides a fast and
reliable way to define, diagnose or align the
strategy of a company or a project.
Originally designed with technology start-up
entrepreneurs, this methodology is now used
in different industries in North America,
Europe, and India.
It includes the production of 4 canvas to
obtain an holistic view of your company and
its priority action plan:
- Business model footprint
- Analysis of the market environment
- Agile strategies
- Financial Performance Plan
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26. TURNING LEADERSHIP STYLE INTO AGILE
USING THE AGILE PROFILE® FRAMEWORK
AN AGIL’OA METHODOLOGY
We believe that in a turbulent economic environment the
future belongs to the most agile organizations and leaders.
The Agile profile® tool and methodology makes it possible
to measure, analyze and increase the level of agility of a
group of collaborators.The objective is to increase the
performance of the company by aligning the behaviors of
managers and the company's culture with the demand of its
environment.
The model suggests that a leader must apply three main
behaviors in the current economic environment:
- Anticipate: anticipate changes, plan, make scenarios, and
anticipate the consequences of actions
- Cooperate: coordinating activities by applying a "win-win"
approach, satisfying others and nurturing a sense of purpose
- Innovate: improve things, make a difference and change just
what needs to be changed at the right time
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27. THANKYOU FORYOUR INTEREST
• Frederic Moreau, PÖL Digital
Montréal, QC, Canada
Cell. +1 514 503-3357 - fred@poldigital.com
ca.linkedin.com/in/fredericmoreau/
www.poldigital.com
• Stay up-to-date with PÖL
Twitter : @frederic_moreau
Facebook : facebook.com/poldigital
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