March 31, 2015
“The Illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn and relearn”
It is a very popular (and slided) quote. I have seen it in the slide deck of two very influent people in my career : Multi-talented blogger and über expert in social collaboration Rawn Shah and connected machine services visionary, Daniel Harari, the Lectra CEO.
Everybody agrees on the necessity of learning. However, not so many people promote the necessity of unlearning, i.e changing habits and mental models. Try brushing your teeth with th other hand or fold you arms the other way as Mike Rother suggests in this amazing talk, you’ll know how it feels to get out of your’s comfort zone.
How do you learn, unlearn and relearn ? How can you tell you have learnt, how do you know ? How is your company doing it ?
March 8, 2015
Great minds discuss ideas; average minds discuss events; small minds discuss people.
February 13, 2015
The agile community is full of drive and new ideas. This is what I’ve liked for the last 10 years ever since I joined it. However, it may happen that the community enthusiasm makes me uncomfortable. In all fairness, I no longer share its hunger for new concepts to keep the community buzzing with novelties and shining new toys.
One of the target domains of new concept mass-production for the Agile community during the last few years has been Lean. Lean Start-up, Lean UX, Lean Analytics, Lean BtoB, Lean Kanban (probably the most confusing of all), Lean YouNameIt – not to mention SAFe framework that proudly displays the Lean flashy sticker on its top left corner.
This enthusiasm has had interesting consequences. First, it has allowed to put Lean in the spotlight as people were seeking alternative modes of management allowing to navigate the complexity of the 21st century business world. Second, it has also proved instrumental in introducing Lean to a new generation of professionals – including this blog main contributor. Read the rest of this entry »
February 9, 2015
Since I joined a start-up in 2004, I have been a very active practitionner and zealot of agile culture and practices. Yet, there are a few limits to Agile that I believe Lean tackles naturally : this is why I joined the Lean movement about 4 years ago. One of the limit I have observed during the last few years is a culture trend whereby Agile community thinks they solve problems just by removing the issue : here comes the NO organization.
The NO organization aims to fight the pointless over-complicatedness of our organizations (which is good) by getting rid of the actual topics (which is arguable, at best) : no managers, no process, no paper, no specs, no estimates, no planning, no email, no what_have_you. One could argue it is throwing out the baby together with the bath water.
The NO organization exhales the seductive perfume of the radical approach. It resonates with the (often false) image of the open source community or Agile methodologies.
My 2 cents : this is just as irrelevant as the over-complicatedness it aims to fight. And here’s why … Read the rest of this entry »