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Sweet Rupture
http://prezi.com/t7hanzbvvss0/sweet-rupture/
Guest Star
Le Bocal À Cons
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Share with you some of the key ingredients i’ve used during
the agile genesys of a significant IT department
.. like a
SWEET RUPTURE
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Speaker
Laurent SARRAZIN [email protected]
Bio Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une expérience authentique. A son retour au siège, Laurent a créé et dirige un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration continue de solutions offshores agiles.
Current Projects Simplexeo (www.simplexo.com) To Succeed with Simplexity. A blend of agile value, lean principles, radical management to transform our organizations, toward people delight
Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring
Speaker 1st SCRUM Nite, 2011 ITSMf Assemblée Générale, June 2011 Xebia Seminar, June 2011 ADELI, “Autour d’un Verre”, April 4 Scrum Days, Paris, March 31 2011 Valtech Days, March 17 Cercle Agile, March 8 Master HEC / SupTelecom / Mines – 2009, 2010, 2011 ITSMF Day, Paris, Oct 2010 eSCM Annual Conference, Paris, Nov 2010
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My ingredients .. On the shelf ;)
Remember The Future
Feb 2011
Dec 2012 We are agile !
The Story….
What, Why, When, How, ….
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Pure Agile Odyssey …
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And better to be fearless for an odyssey !!
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fearless Equipment
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10
A funny but so efficient protection to manage laggars and …
Le Bocal à Cons (the assholes jar)
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Et comment sortir d’un bocal à cons ????? En 10 étapes (http://www.ithaquecoaching.com/articles/relationssortir-bocal-a-con-2615.html)
1- Auto-bienveillance oui, auto-complaisance non! 2- Accepter qu’on est tous le con de quelqu’un 3- Vérifier la pertinence de la sortie de bocal 4- Déterminez la nature et l’ampleur du problème 5- Passer à l’action 6- Présenter des excuses 7- Agir dans le respect de cette valeur si importante aux yeux de l’autre 8- Modifier ses comportements 9- N’en faites pas trop! Sincérité et honnêteté 10- N’en faites pas trop! Respect et absence de soumission
Et oui .. On peut se retrouver dans le bocal de quelqu’un autre !! Peut-être de façon
temporaire, ou bien ….
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RUPTURE !!!
Next
Next
Now that we are protected with the
« Bocal »,
How to break away ??
NEED TO FIND NEW WAYS
Classic « Evolution »
Disruptive « Evolution »
Accept to forget the present for a while, to
build our future
Kick the Elephant out of the Room !!!
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The TARGET : Radical.. AND Delight + Desire !!
Denning : 1st guy for me to say « this must be
radical »
THE (only ?) Book for Your CEOs, and Business
Executives !
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DESIRE & HAPYNESS
Good to thrive for Client Delight, and what about
Team Delight ???
(*)
(*) Source : J. Appelo
Structured Creativity ;)
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MAKE the CHANGE / KEEP The GROOVE (Oana)
Learning and growing with a playful mindset
(*) Source : J. Appelo
Toward the Agile Balanced ScoreCard
Business Value Clients
Processes & Tools People and Org
+ The Agile University Agile Games, Dojo, Safaris, ..
Real GAME ROOM
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A Real Game-Room to Foster Facilitation
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Smooth Learning Walk SWEET & SMART Transitions
Communities Coaching
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Sustainable pace for our agile genesys
Business Value Clients
Processes & Tools People and Org
Working with Seasons
ITERATIVE & INCREMENTAL
To Keep the GROOVE !
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Still a long way …
What should be the
NEXT CHALLENGE
??
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Inverting the Pyramid Serving the value-creators
antidote contre le ventre mou des entreprises ?
(ie le middle mgt ?? …)
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Inverting the Pyramid (2/2) Servant Leadership
Listening Empathy Healing Awareness Persuasion
Conceptualization Foresight Stewardship Growth of people Building community
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See U soon
We are planning to come back to
introduce you the « Mental Vitamins » for enhanced agile coaching ways ;)
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Thank You !
26
Merci pour votre participation, et
si vous le souhaitez laissez-
moi votre feedback derrière
la porte ;)
Jurgen APPELO : http://www.noop.nl/2011/04/the-feedback-door.html
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Merci à nos sponsors Platinum
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Et merci à nos sponsors Gold et Silver
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Questions ?
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Servant Leadership
Listening: listen actively to subordinates and support them in decision identification. Empathy: A servant leader attempts to understand and empathize with others. Healing: ability for healing one’s self and others. Awareness: ability to view situations from a more integrated, holistic position get a better understanding about ethics and values. Persuasion: try to convince those they manage VS traditional, authoritarian Conceptualization: think beyond day-to-day realities. constructs a personal , derives specific goals and implementation strategies. Foresight: foresee the likely outcome of a situation, by learning about the past and to achieve a better understanding about the current reality. Stewardship: CEOs, staffs and trustees have the task to hold their institution in trust for the greater good of society Openness and persuasion are more important than control. Commitment to the Growth of people: nurture the personal, professional and spiritual growth of employees. Building community: A servant leader identifies means to build a strong community within his organization and wants to develop a true community among businesses and institutions
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Storyboard
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Walk the Talk (1/2) Do not Stay Idle, KISS
TAKEDOWNS Planning is guessing Why Grow ? Workaholism Enough with Entrepreneurs GO Scratch your itch Start Making Something No time is no excuse You need less than you think Start a business, not a startup PROGRESS Start at the epicenter Ignore the details early on Launch now PRODUCTIVITY Meeting are toxic Go to Sleep Quick Wins Don’t be a hero Your estimates sucks
COMPETITORS Decommoditize your product Underdo Competition Who cares what they are doing EVOLUTION Say no by Defaulot Let your customer outgrow you PROMOTION Build an audience Out-Teach Competition Emulate Chefs IRING Do it yourself first Pass on great people Everybody works Test-drive employees CULTURE Decisions are temporary Skip the rock stars Send people home at 5 Four-letter word ASAP is poison
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Walk the Talk (2/2) Like it Lean of Fat ??
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Reshaping the Balanced ScoreCard
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Kotters Change Model
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UN-Learning to Learn
SYSTEMS THINKING. The world is not created of separate unrelated forces. However, individuals have difficulty seeing the whole pattern. Systems thinking is a conceptual framework, a body of knowledge and tools that has been developed over the past fifty years, to make the full patterns clearer, and to help us see how to change things effectively and with the least amount of effort --to find the leverage points in a system.
PERSONAL MASTERY. It is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. The discipline of personal mastery starts with clarifying the things that really matter to us, of living our lives in the service of our highest aspirations.
MENTAL MODELS. They are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action the discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny.
BUILDING SHARED VISION. The practice of shared vision involves the skills of unearthing shared "pictures of the future" that foster genuine commitment and enrollment, rather than compliance.
TEAM LEARNING. The discipline of team learning starts with "dialogue," the capacity of members of a team to suspend assumptions and enter into a genuine "thinking together." (Dialogue differs from the more common "discussion," which has its roots with "percussion" and "concussion," literally a heaving of ideas back and forth in a winner-takes-all competition.) Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations. "Unless teams can learn, the organization cannot learn."
METANOIA --A SHIFT OF MIND. Systems thinking needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building a shared vision fosters commitment to the long-term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture that lies beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world.
