Pitch: A FlowCon 2019, je vous convie à construire ensemble la réponse à cette question dans un "confelier" (conférence introductive de 20 mn + atelier coopératif de 25mn).
3 parties :
1) Agile : une catachrèse
2) businessAgility: un ecosystème observable
3) échanges en format FishBowl
9. "what we are trying to do now
is something different"
– A Cockburn quoted by Mike CoDmeyer
2001-AgileisqualifyingaHUMANsystem
Describes adapta)on to a context
IT Team Enterprise
Heterogeneous
Team
of Teams
Agile Manifesto
team level agility problem
Scaling
Society
13. Agileisamindset
a different way of understanding AND ac?ng in the world
3 laws of the « Agile Mindset »
1) small everything
2) customer
3) network
hDps://www.infoq.com/presentaNons/3-laws-business-agility/ (17'21)
hDps://www.amazon.fr/Age-Agile-Smart-Companies-Transforming/dp/0814439098
An operational way of thinking
14. Hypothesis of Business Agility:
Agile mindset is required
for business systems to thrive in complexity
15. ThismindsetwaspartiallydescribedintheAgileManifesto
Andforagivencontext
Principle 11: To recognize that there is more to agile than agile
These include Lean, Design Thinking, Management 2.0 and 3.0, organiza)onal
behavior, psychology, etc.
A holis5c, mul5modal approach
that best serves the customer
is the order of the day.
h=ps://agnos)cagile.org/April 2017
« We are uncovering be=er ways… »
17. Definitionofagility
The ability to thrive
in an environment of conNnuous and
unpredictable change
deploying effecNve response
to both opportunity and threat,
within mission
hDps://www.researchgate.net/publicaNon/
286185807_Agile_and_Lean_Systems_Engineering_A_Complimentary_and_Contradictory_RelaNonship
Rick Dove, co-author of Agile 1991 report
The 21st Century
Manufacturing Enterprise Strategy
Technology ProductInnovation
AgileWay
ofWorking
Change is the
new black!
Relying on our 3 capacities
18. « Business agility is not about the power
of the lever.
It’s not about the performance of individuals,
not about team performance,
not even about product performance.
It’s all about company performance »
hDps://goulding.io/2019/08/06/shid-led-shid-right-stuck-in-
the-middle-with-you/
« We all need to get behind the agile IT community, product
teams and sodware development groups in order to truly
connect the dots within an enNre Business.
Agile needs to be all-encompassing.
End to end. Value-based. »
22. AgileWayofWorking
« The values and principles behind the Agile
manifesto focus on collaboraNon, transparency,
empowerment and communicaNon.
These apply, just as well, and someNmes beDer,
to finance, HR or sales & markeNng teams. »hDps://theebasummit.com/whats-eba/
hDps://www.infoq.com/arNcles/book-governing-agile-organisaNon/
Business
Agility
Agile Way
Of Working
Agile Way
Of Working
For HR
Agile Way
Of Working
For Marke)ng, Sales
Agile Way
Of Working
For C-Level
« The ability to adapt to change, learn and
pivot, deliver at speed, and thrive in a
compeNNve market. »
Evan Leybourn
23. Businessagilityconferences
hDps://www.agileconference.org/
Rarely has the Case for Business Agility been so clear. From lean management to failing
fast; from disciplined agile to agile procurement
– every concept, every principle, every element of organisa?onal performance is being
drawn toward the mindset and behaviours that characterise Business Agility,
and with good reason.
29. Perceptionofagility
"Our organiza)on’s structure, policies and procedures incen)vize our teams to act in the customer’s
best interests at all )mes. When there is a tradeoff between what is good for the customer and what is
good for the company, we priori)ze the customer.”
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