#hyperlean : 2001, une odyssée du numérique

#hyperlean – Ce que signifie l’avènement du numérique est sorti le 20 Juin 2017. Ceci est une introduction inédite à ce livre (voir site).

Le 10 septembre 2001, j’étais un professionnel heureux et épanoui. J’avais démarré ma carrière à la fin des années 80 en travaillant avec différentes entreprises informatiques dans la région niçoise en tant que programmeur logiciel junior. J’y ai progressivement développé une expertise dans les systèmes de réservations du transport aérien.

Une industrie très sexy mais une technologie qui l’était un peu moins : programmation en Assembleur/360 (au raz du métal comme dirait mes amis hackers) sur le système spécifique de cette industrie TPF . De mon point de vue, une technologie particulièrement glamour en ce qu’elle représentait une niche avec très peu de professionnels compétents dans ce domaine. Aussi, je pouvais aller exercer n’importe où dans le monde pour des revenus très intéressants….

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Never Split The Difference – Chris Voss


Chris Voss est un ancien négociateur du FBI, spécialiste des prises d’otages et de la négociation avec des criminels ou des terroristes dans des situations éminemment tendues. Dans Never Split the Difference – Negociating as if your life depended on it, il décrit les différentes méthodes utilisées pour établir le contact et obtenir ce qu’il souhaite de ses interlocuteurs.

Sa posture est simple : lors d’une négociation, il n’y a pas opposition entre deux personnes mais deux partenaires qui cherchent à régler une situation. Et la vertu cardinale est l’écoute : listening as a martial art comme il l’exprime si bien.

L’intérêt du livre réside dans l’aller retour éclairant entre la théorie et la pratique. L’auteur a enseigné à Harvard, Georgetown, Northwestern, Lausanne ou Francfort, et son ouvrage est enrichi de références à de nombreuses théories de psychologie. Quant aux cas pratiques, il s’agit d’histoires de première ou seconde main : vécues par l’auteur lui-même, des élèves ou des collègues.

Un ouvrage éclairant, pratique et pédagogique : si ces techniques fonctionnent avec des criminels et des terroristes, il n’y pas de raison qu’elles ne puissent fonctionner dans un contexte d’affaires, avec votre partenaire dans la vie voir même avec vos ados …

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What have you done today to fight disengagement in your organization ?


The employee disengagement topic has been all the rage for the last few years. It has become the new major waste we want to address in Corporatica. Many studies (McLeod’s being the most inspiring to me), many blog posts, there are tons of thinking about it. But what about the doing ?

I hear many people whingeing about it : “the teams are not engaged, they don’t walk the extra-mile, yada yada yada …”

When I hear this, I tend to become impatient and feel like asking that question : and what have you done today to fight this lack of engagement ?

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Sunday Quote – William Blake

“Nothing is so fatiguing as the eternal hanging of an uncompleted task.”

William James was an American philosopher and psychologist, often referred to as the “Father of American Psychology”.

This quote resonates quite vividly for me as it echoes one of the main lean principles : to get things done, reduce work in progress.Why is it so fatiguing ? My take is that until it is completely done a task uses some of your background cognitive power.

A principle also referred to as “Stop starting and start finishing or “Multitasking is the first step in multi-failing”. I sometimes feel multi-tasking could be considered as self-inflicting the Sisyphus curse : going back to an uncompleted task is somehow like having to roll the boulder all the way up the hill, again.

There is some sort of mythology about alleged millenials ability to multi-task but this is just wishful thinking. I am currently enjoying reading Brain Rules and the author John Medina makes it clear that the brain is not able to share attention on two different tasks.

On top of an expert newbie, I rate myself a rather productive person, able to achieve things. [humblebrag] As an example in 2013 : one massive project, one e-book, one new album with my band and a major change in my professional career all the while attempting to have my family not to hate me too much [/humblebrag].

This principle is my north star. I try my best not to keep tasks hanging around and to complete them before moving to something else. How about you ?

The Expert Newbie

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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Accumulating Knowledge Vs Learning

base sous marine

(Originally published on Kinder Wiser collaborative blog)

I’m an IT guy. I’ve been working for 25 years in this business doing just about any job you can think of. I’ve been working in different industries, different countries, using different types of technologies, from IBM Mainframe technology built in the 60s to 00’s avant-garde mobile start-ups.

My strategy to survive in this fast-pace changing business has been to think in patterns. This comes from IT industry standards called Design Patterns. The baseline is : for every problem that will slow you down you while designing a software solution, someone has already bumped into it and standardized a generic design solution.

This is both a bless and a curse and here’s why … Continue reading “Accumulating Knowledge Vs Learning”

Sunday Quote : Kathryn Schulz

Like most fears, our fear of wrongness is half real, half spectral. It’s not exactly true there is nothing to fear but fear itself, since wrongness really can have clifflike consequences for our lives. But it is true that the fear of wrongness does nothing but hurt us. It makes it harder to avoid errors (…) and harder to forgive ourselves and others for making them. For everyone involved, then, looking closely at the experience of wrongness is far better than refusing to look at all.

This is a glorious book about the way we are making decisions and how afraid and unrealistic we are with the idea of making mistakes. This was offered by Octo Technology during the USI 2012 Conference [FR] where Kathryn Schulz made a great keynote. so thanks to them for contributing to Les Citations du Dimanche.