Surf Lacanau

(Version Française)

When I decided last year to take a new turn in my career, I was lucky enough to be able to choose from two different options, both very exciting: Enterprise 2.0 / Social Business on one hand , lean on the other.

After much thought, I have chosen the second option because it seems to me more deeply aligned with the challenges of today’s businesses, namely the need to navigate through the turbulence of our uncertain world. This turbulence and uncertain world are largely related to the digitization of our daily lives: the digital transformation of the organization therefore seems inevitable.

My hypothesis is that today, Lean is the obvious strategy to carry out this transformation, for the following reasons:

  1. digital transformation actually means a radicalization of the use of new technological opportunities,
  2. it’s all about management principles
  3. a model exists, embodied by the born digital companies (Google, Amazon, Facebook, Pixar, Twitter etc. …)
  4. their management cultures are explicitly or implicitly aligned with the principles of Lean.

(Warning, long truck ahead : more than 1800 words) …

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Surf Lacanau

(English Version)

Lorsque j’ai décidé l’an dernier d’infléchir ma carrière professionnelle pour me diriger vers le conseil, deux chemins se présentaient, tous deux  prometteurs : Entreprise 2.0/Social Business d’un côté, Lean de l’autre.

Au terme de longues réflexions, j’ai choisi la seconde option car elle me semblait plus profondément en phase avec les enjeux des entreprises d’aujourd’hui, à savoir la nécessité de naviguer dans les turbulences du monde incertain qui est le nôtre. Ces turbulences et ce monde incertain sont en grande partie liés à la digitalisation de notre quotidien : la transformation digitale (ou numérique) des entreprises semble donc inéluctable.

Le Lean m’apparaît aujourd’hui comme l’évidente stratégie pour mener à bien cette transformation, pour les raisons suivantes :

  1. la transformation digitale correspond à une radicalisation de l’exploitation de nouvelles opportunités technologiques,
  2. il s’agit avant tout de principes de management
  3. un modèle existe, il s’agit des entreprises nées numériques (Google, Amazon, Facebook, Pixar, Twitter etc. …)
  4. leurs cultures de management sont toutes, explicitement ou implicitement, alignées avec les principes du Lean.
  5. (oh : et l’Entreprise.fr part avec un handicap culturel dans cette transformation)

(Je vous écris un long billet car je n’ai pas le temps d’en écrire un plus court, paraphraserais-je Pascal : attention, plus de 2000 mots)

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Skate Race 2-600

I have seen this situation happening quite a few times in my career in Information Technology. I am pretty confident that it can be generalized to other types of industry as well.

Here is the scene. The executive has a vision and strategy. But the teams just do not deliver : delay in delivery, quality problems requiring unplanned correction releases at an unforeseen costs, an eventually reduced scope of what is delivered etc… Executive is subsequently disappointed and struggles in adjusting the vision as she doesn’t have a clear understanding of the capacity of the teams : how to set a vision when the outputs are unpredictable ? The trouble with adjusting the vision then impact the teams : how to set clear priorities when a strategy is no longer clear enough?

The organization has entered the vision – execution deadlock : no clear strategy > no clear priorities for delivery > no predictable outputs > no clear strategy … and so on. As a result people feel overwhelmed with the issues and the problems they are facing, not knowing which one to start with as they all seem intricate.

How to break the deadlock ? I have seen Lean helping in fixing this while addressing both perspectives …

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The Expert Newbie

August 20, 2014

Hossegor 2-600

This has been a rather complicated post to write. I still feel there are some flaws and that may sound somehow clumsy.  Yet, here it is : I have a problem with expertise.

During the 25 years of my professional career, I have changed jobs, mission, specialties and professional activities on a regular basis, every two or three years, often while remaining in the same company and without getting any pay rise.

One reason is that I love discovering new work culture and environment while meeting new co-workers. But I think the most important one is I am afraid of looking like sitting in my comfort zone while patronizing from my expert position.

Experts are seen as the super-heroes of today’s organization and, for one, I don’t buy into that assertion. Quite the opposite, actually : I tend to see expertise culture as an obstacle to setting up a healthy one. Which makes me comfortable being a newbie and becoming expert at it …

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Lead With Respect is a terrific book that puts the elements of genuine motivation into a broader context and helps leaders translate those principles into action.” (Daniel Pink)

(English Version)

Freddy & Michael Ballé viennent de publier leur nouvel ouvrage : Lead With Respect. Il s’agit d’un Business Novel, format qui a déjà apporté 2 Shingo Prizes à la fine équipe avec leurs précédents ouvrages The Gold Mine et The Lean Manager. Avec ce livre, les auteurs se concentrent plus précisément sur une question : comment diriger une organisation du 21ème siècle en faisant preuve de respect à l’endroit des équipes et des employés. Depuis la perspective de ce blog, il s’agit d’une question fascinante.

En tant que manager, j’ai utilisé #hypertextual comme un support pour étudier le management du 21ème siècle : méthodes agiles, Enterprise 2.0, Management Lean, Entreprise libérée etc … et cette authentique question de leadership a été en permanence sous-jacente.

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Lead With Respect is a terrific book that puts the elements of genuine motivation into a broader context and helps leaders translate those principles into action.” (Daniel Pink)

Freddy & Michael Ballé have just published a new book : Lead With Respect. This is a business novel, a format which has already brought 2 Shingo prizes to the writing team so far with their previous books The Gold Mine and The Lean Manager. This time round, the focus is on one question : how to lead 21st century workers with respect ? From this blog perspective, it is a fascinating one indeed.

As an IT manager and Agile and Lean practitioner I have been using #hypertextual as a support to study extensively 21st century management : Agile methodologies, Enterprise 2.0, Lean, Free Enterprise etc … and this genuine Leadership question has been underlying ever since. Read the rest of this entry »

I had a second article published today on InfoQ : Seven changes to remove waste from your software process.The first one being quite popular (a few weeks in the site top articles) Ben asked me to write another one, which I gratefully did.

It can be seen as another technical (and, I hope, actionable) article on my journey towards Lean while scaling agility to a full organization.

Thanks to Ben Linders for editing and Ana Maria Ciobatoru for her work in making it look great.

I have been in charge of implementing Lean Software Development in a software vendor house for about 2 years. During this time I have been coaching a large team throughout the development of two successive versions (let’s call them V2 and V3) of our enterprise solution.

We have gradually implemented seven major changes in our organization that have helped our R&D department to remove waste from our software development process with encouraging results. This essay is about implementing these seven changes, the results we obtained and what we have learned during the journey.

Read the article here.

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