Agile transformation is a trendy theme, and many companies have taken their way. But what are we talking about?
How to turn a giant whale into a swarm of fish? How to move from robustness to responsiveness?
Fifteen years of research have brought to common light points. There are phases to moving from a "business as usual" work organization to a dynamic environment. How do you go from "What-you-know-now" to a company where each team, each entity, operates as an internal startup? I will walk you through the main stages of transformation and 12 tactics for working in the 21st century.
An Agile company has a very particular design. This collaborative platform has automated its routines and freed them with all the talents available to recreate themselves perpetually. The company framework is limited to what is strictly necessary to direct its vital forces mainly toward creating value. Platform, Plexus, Programs, projects, and swarms are the new forms of work in this environment.
You cannot transpose this model overnight; for this, there are intermediate phases. These phases make it possible to define your organization's achievable objectives and design your alliance.

Agile transformation is a trendy theme, and many companies have taken its way. But what are we talking about?
The implementation of methods and tools? Nope!
In the end, the goal is never agility.
How to turn a giant whale into a swarm of fishes? How to move from robustness to more responsiveness?
Fifteen years of research have brought to common light points. There are phases to moving from a "business as usual" work organization to a dynamic environment. How do you go from "What-you-know-now" to a company where each team, each entity, operates as an internal startup? I will walk you through the main stages of transformation and 12 tactics for working in the 21st century.

An Agile company has a very particular design. This collaborative platform has automated its routines and freed them with all the talents available to recreate themselves perpetually. The company framework is limited to what is strictly necessary to direct its vital forces mainly towards creating value. Platform, Plexus, Programs, projects, and swarms are the new forms of work in this environment.
You cannot transpose this model overnight; for this, there are intermediate phases. These phases make it possible to define your organization's achievable objectives and design your alliance.
Although this model looks like a maturity model, its purpose is quite different. It is to define your level of agility or the acceptable level of agility necessary to perform without putting the structure at risk.
* There are five significant steps in any transformation, whether agile or digital:
* The agility, or we use the tools, the methods in dilettante
* Awakening, we use disciplined agility in project mode
* The Rubicon, awakening is optimized; we use Lean and Kaizen techniques
* Venture, we open the Rubicon system by accepting diversity and variability. Teams become internal startups, and management manages venture capital
* AO, the system is entirely open, and the company becomes a collaborative platform.
* The twelve phases are patterns for moving from one stage to another, which are status indicators.
* My presentation will explain the nature of these phases by measuring the dynamics of the systems (interactions of people) and their level of communication and categorizing the content of the work present in the different portfolios of activity.

What is the most effective change strategy? How to work together? The team first or management first? These will be the questions I will try to provide a clear answer to during my presentation.