February 12, 2014
#hypertextual a eu la chance de croiser la route de Mariana Zanetti, auteure de The MBA Bubble qui vient d’être traduit dans la langue de Geneviève Fioraso sour le titre Le MBA est-il un investissement rentable chez les Editions Maxima.
L’ouvrage a ouvert une discussion de l’autre côté de l’Atlantique ou Mariana est citée par le Fincancial Times aux côtés de personnages aussi important dans le monde des écoles de management que le professeur de Stanford Jeffrey Pfeiffer (co-auteur d’un des livres de chevet de ce blog : The Knowing Doing Gap).
Il n’était pas envisageable que #hypertextual soit absent de cette conversation car le sujet de l’enseignement du management aujourd’hui réside à l’intersection des thèmes de ce blog : management, culture et 21ème siècle. Un sujet traité indirectement dans de nombreux billets et fontalement dans la revue d’un autre ouvrage polémique sur le sujet : Managers not MBAs de Henry Mintzberg. Tout comme ce dernier ouvrage, Le MBA est-il un investissement rentable s’avère être une lecture indispensable pour ceux qui envisagent ce cursus ou qui souhaitent prendre du recul sur le sujet après l’obtention de ce diplôme.
Mariana a eu la gentillesse de nous expliquer pourquoi : c’est ici et maintenant … Read the rest of this entry »
February 5, 2014
Robert Sutton is one of the business writers this blog discusses the most. A professor at Stanford Management School he made himself famous in the business literature with his best seller No Asshole Rule. Though an excellent book and provocative read, #Hypertextual still prefers The Knowing Doing Gap he wrote together with Jeffrey Pfeiffer which, in my view, really nails down what management success is all about.
Another key question for leaders is being dealt with in Scaling Up Excellence (“spreading constructive beliefs and behavior from the few to the many”) an essay he wrote with Huggy Rao. A very interesting read with a spectacular amount of examples from all different types of industries and professional activities (hospital, education) you may think of, and many inspirational thoughts from psychologist and behavior researchers … Read the rest of this entry »
I am fortunate enough to count Antoine Contal and Régis Médina as my colleagues. We have been discussing this extensively, especially following Régis breakthrough on the topic (check his enlightening interview on InfoQ) and the dedicated panel Antoine moderated during the last Lean IT Summit in Paris.
Interestingly enough, we have somehow followed a similar path, though they were ahead of me by a few years. We found with Agile Methodologies a way to solve the same vexing issues while managing software development projects. How to better align software development with business value, how to release on a regular basis, how to build-in quality, how to engage development teams, how to embrace change : agile has helped us a big deal in answering these questions.
But still, we all bumped into some roadblocks that Agile alone can not tackle. We needed to go beyond and extend the reach of our improvement to include management, leaders, operations, marketing, problem solving and make continuous improvement a daily issue. And this is how Lean extends Agile reach in the enterprise …
December 17, 2013
“The preponderance of what is written for managers about management is bad theory and should not be trusted (…) But this is probably the most insightful book about quality and process that has ever been written” (Clayton Christensen)
When professor Christensen states that a management book is insightful, it might be difficult to argue with him : it actually is a wonderful book, the first that abstracts Lean management out into 4 four core principles that can be found in other thriving companies, which are not actual Lean companies (Alcoa, Southwest Airlines …). However, rather than defining it as a book about quality and processes, I would rather position it at the intersection of processes and organizational learning.
Beyond the great academic work, what separates Chasing the Rabbit (How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win) from the rest is that the author, Steven J. Spear, has been working on the shop floor in different companies during the preparation of this book. This in order to make to make sure he fully understands what he writes about and he asks himself the real questions : what is the job ? what is the product ? what is the process ? how does the company practically deal with problems ?
This approach protects his perspective from preconceptions and the Halo Effect : this is the whole point of going to see on the Gemba to make sure he writes about actual facts. (A virtuous approach Scott Berkun has also put in practice while preparing his latest best seller The Year Without Pants …)
An essay #hypertextual could not help but writing about …
December 16, 2013
“La confiance mutuelle est basée sur une forme de transparence. Elle concerne toutes les parties prenantes (…) Il ne s’agit évidemment pas d’une vision utopique et idéalisée des relations mais d’un constat simple : plus la confiance est faible, plus on a tendance à surenchérir en terme de processus pour se rassurer. L’effet étant immédiatement une déresponsabilisation des personnes et donc une perte de confiance et donc un renforcement des processus … dans une spirale sans fin. (…) Pour rétablir de la confiance, il faut remettre de la transparence, transparence sur les problèmes mais aussi sur la façon de s’en occuper.”
Cécile Roche est Lean Director à Thalès Group. Ce petit guide synthétique d’une grosse centaine de pages a pour objet d’expliquer aux managers ce qu’est le Lean, ce qu’en sont les principes et objectifs, et comment sa mise en oeuvre transforme leur rôle au quotidien.
Un ouvrage pratique et très bien pensé par une practicienne de longue date. Read the rest of this entry »
November 18, 2013
Giuseppina Allegretti is head of risk group in IT Department at Banca Nazionale del Lavoro. During the 2013 edition of the European Lean IT Summit, she made a very inspiring talk about Lean leadership and gemba walks. What I really enjoyed in her talk was the quiet yet determine tone, completely in line with her relentlessness approach of digging for new continuous improvement opportunities.
She also presented one of the most appropriate slide I have seen related to leadership in general and lean leadership in particular with the following principles : How we manage little things is how we manage big things / Reality is not always what we imagine / A long way starts with a little step / Go and See = Coaching people / Attention is the best way to care about people.
She has been kind enough to discuss gemba walks, leadership, change management and more with us in this video interview. So thanks to her for the conversation, and as usual with this interview series, thanks to Camille Brunat for directing and editing the videos, to Florence Préault, for coordinating this interview series project, and to Supernormal for the music.
October 16, 2013
As part of the European Lean IT Summit, Institut Lean France organized a couple of master classes. One topic was the Obeya (by Sandrine Olivencia, Pierre Jannez and Dominique de Premorel), the other was on the A3 by Catherine Chabiron.
I was fortunate enough to attend the latter. This blog post about what I have learned while studying the very core of Lean thinking, the tool that allow to develop people before developing product, the formalized support of the scientific method of problem solving : the A3.
Warning : this post is only about the theory content of the training : it misses half of it which is the class studying a real case and working its way on the A3. In other word, reading this post will not train you : you need to do A3 and do the training to make sure you avoid common pitfalls …
October 8, 2013
The European Lean IT Summit happened last week in Paris and it has yet again proved to be a great opportunity to meet the community, to listen to great case studies and to get some food for thoughts with the keynote sessions.
Already the third edition (see wrap-up from 2011 and 2012) and in my view the best so far as we can see the subject maturing and the whole community getting deeper insights on the topic. (disclaimer : It could well be that I am biased here as this year I was both speaking and part of the company organising it).
On top of the experts and leaders (Dan Jones, Steve Bell, Mike Orzen, Michael Ballé, Takashi Tanaka) there also were good talks by people from all over the world, many domains (support, service desk, development, operations, innovation) and many industries, peace nobel prize winner Grameen Foundation not being the least fascinating …
August 13, 2013
Que peuvent avoir en commun des leaders aussi différents que Bob Davids, Robert Townsend (Avis), Rich Teerlink (Harley Davidson), Jean François Zobrist (FAVI), Robert McDermott (USAA), Bill Gore (WL Gore) ou Lisa Joronen (SOL) ?
Ces leaders oeuvrant dans des industries aussi éloignées que celle des jouets, de la location de véhicules, de la moto, de l’automobile, de l’assurance, des matériaux innovants ou des services de propreté ont imprimé dans leur organisation une culture de la libération et de l’égalité intrinsèque des employés pour des résultats remarquables en terme de performance, de satisfaction client, de longévité et d’engagement des employés.