2012 03-27-scrum day-sweetrupture-02

Sweet Rupture

Guest
Star
Le Bocal
À Cons
laurent.sarrazin@simplexeo.com

http://prezi.com/t7hanzbvvss0/sweet-rupture/

Share with you some of the
key ingredients
i’ve used during
the agile genesys of a
significant IT department

.. like a
SWEET RUPTURE

Speaker
Laurent SARRAZIN
laurent.sarrazin@simplexeo.com Speaker
Bio
Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin 1st SCRUM Nite, 2011
ITSMf Assemblée Générale, June 2011
exerce depuis 18 ans dans le secteur du développement
Xebia Seminar, June 2011
informatique de la banque d’investissement, exigeant en
ADELI, “Autour d’un Verre”, April 4
terme de leadership, gourmand en méthodologies et Scrum Days, Paris, March 31 2011
technologies de pointe. Valtech Days, March 17
Cercle Agile, March 8
Son parcours est marqué par la mise en œuvre de Master HEC / SupTelecom / Mines – 2009, 2010, 2011
méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle ITSMF Day, Paris, Oct 2010
interculturelle. 3 années dans la Silicon Valley Indienne eSCM Annual Conference, Paris, Nov 2010
de Bangalore lui ont permis de développer une
expérience authentique.
Current Projects
A son retour au siège, Laurent a créé et dirige un
Simplexeo (www.simplexo.com)

service d’accompagnement/coaching des équipes dans To Succeed with Simplexity.
la mise en œuvre et l’amélioration continue de solutions A blend of agile value, lean principles, radical management
offshores agiles. to transform our organizations, toward people delight

Scrumshore (www.scrumshore.com)
Agility , Lean, Collective Intelligence applied to Smart Offshoring

3

Remember The Future
The Story….

What, Why, When,
How, ….

Dec 2012
We are agile !

Feb 2011

My ingredients ..
On the shelf ;)


Pure Agile Odyssey …

And better to be fearless for an odyssey !!


fearless Equipment

8

Le Bocal
A funny but so
à Cons efficient protection to
manage laggars and …
(the assholes jar)

10

Et comment sortir d’un bocal à cons ?????
En 10 étapes (http://www.ithaquecoaching.com/articles/relationssortir-bocal-a-con-2615.html)

Et oui .. On peut se retrouver dans le bocal
de quelqu’un autre !! Peut-être de façon
temporaire, ou bien ….

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

Kick the Elephant out of the Room !!!
RUPTURE !!!
Now that we are
protected with the
« Bocal »,
Classic
« Evolution » How to break away ??

NEED TO FIND
NEW WAYS
Next

Disruptive
« Evolution »
Next

Accept to forget the
present for a while, to
build our future

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 !

DESIRE & HAPYNESS
Good to thrive for Client
Delight, and what about
Team Delight ???

(*)

Structured
Creativity ;)

(*) Source : J. Appelo

MAKE the CHANGE / KEEP The GROOVE (Oana)
Learning and growing
with a playful mindset

Toward the Agile
Balanced

ScoreCard

Business Value
+ The Agile University Real Clients
 Agile Games, Dojo, Safaris, .. GAME ROOM Processes & Tools
People and Org
(*) Source : J. Appelo

A Real Game-Room to Foster Facilitation

Smooth Learning Walk SWEET & SMART
Transitions

Communities Coaching

Sustainable pace for our agile genesys

ITERATIVE &
INCREMENTAL
To Keep the GROOVE !

Working with Seasons Business Value
Clients
Processes & Tools
People and Org

Still a long way …

What should be
the
NEXT
CHALLENGE

??

Inverting the Pyramid
 Serving the value-creators

antidote contre le ventre mou des
entreprises ?
(ie le middle mgt ?? …)

Inverting the Pyramid (2/2)
 Servant Leadership

Listening
Empathy Conceptualization
Healing Foresight
Awareness Stewardship
Persuasion Growth of people

Building
community

See U soon

We are planning to
come back to
introduce you the
« Mental Vitamins »

for enhanced agile coaching ways ;)

Thank You !

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
26


Merci
à nos sponsors Platinum

Et merci
à nos sponsors Gold et Silver


Questions ?

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


Storyboard

Walk the Talk (1/2) TAKEDOWNS
Planning is guessing
Do not Stay Idle, KISS Why Grow ? COMPETITORS
Workaholism Decommoditize your product
Enough with Entrepreneurs Underdo Competition
Who cares what they are doing
GO
Scratch your itch EVOLUTION
Start Making Something Say no by Defaulot
No time is no excuse Let your customer outgrow you
You need less than you think
Start a business, not a startup PROMOTION
Build an audience
PROGRESS Out-Teach Competition
Start at the epicenter Emulate Chefs
Ignore the details early on
Launch now IRING
Do it yourself first
PRODUCTIVITY Pass on great people
Meeting are toxic Everybody works
Go to Sleep Test-drive employees

Quick Wins
Don’t be a hero CULTURE
Your estimates sucks Decisions are temporary
Skip the rock stars
Send people home at 5
Four-letter word
ASAP is poison

Walk the Talk (2/2)
 Like it Lean of Fat ??

Reshaping the Balanced ScoreCard


Kotters Change Model

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.

2012 03-27-scrum day-sweetrupture-02

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2012 03-27-scrum day-sweetrupture-02