Les 5 sens du coach Lean

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Le Lean est une pratique de management et, comme toute pratique, elle requiert deux choses : s’exercer et avoir un coach. Je suis coach Lean depuis cinq ans maintenant et j’ai remarqué comme cela avait influencé non seulement mon comportement en tant que professionnel mais aussi ma relation au monde en tant que personne.

Contrairement à d’autres approches de management, nous ne ressentons pas le besoin d’être “isolés par rapport aux aléas du réel par plusieurs couches de représentation” (reporting, slides, …), une fausse conception du monde moderne identifiée par Matthew Crawford. Le coach lean est en prise directe avec l’inconfortable réalité du monde. Et pour cela il a besoin de ses cinq sens pour le percevoir clairement. Ce billet pour décrire comment …

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Enjeux du numérique et stratégie d’amélioration de DSI en vidéo

Nous nous sommes lancés un petit défi à l’agence : chacun doit faire une vidéo de 5 minutes sur un sujet spécifique lié au Lean. Le sujet que j’ai choisi a été posté il y a quelques semaines : il traite de la stratégie d’amélioration et comporte un petit exercice simple pour montrer la puissance du lean comme stratégie.

Nous avons la chance de compter dans nos rangs Camille Brunat qui a travaillé dans le monde du cinéma. Ces conseils sont très précieux et ce nous permet de travailler cette dimension importante de notre carrière professionnelle. Il s’agit au moins de la trois ou quatrième que je fais avec lui sur ces 3 dernières années, et c’est la première avec laquelle je ne suis pas trop mal à l’aise. Merci donc à lui pour son coaching et son travail de vidéaste.

How to develop 21st century top professional skill in your organization

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The first part of this blog post draws on the results of a study by the World Economic Forum to identify the top professional skills to thrive in the 21st century Complex Problem Solving. This first part aim at helping you benchmark your organization and its ability to develop the right context to develop this skill through many questions.

This second part of the post provides some answers to these questions : what is a problem, what is problem solving, how to identify or develop a problem solver etc … In addition, it provides you with some paths to explore and make your organization a better place for people to develop and apply this skill, on a daily basis.

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And the top professional skill of the 21st century is …

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The World Economic Forum has just published the list of the 10 skills you need to thrive in the fourth industrial revolution.

Not only do they rank these top skills in 2015 but also the ones in 2020. because they are forward thinkers. Not forward thinkers enough if you ask Stowe Boyd though, as this has ignited some sorts of arms race in terms of #FutureOfWork concepts on his blog.

Yet, for regular chaps interested in #PresentOfWork, this is solid enough work for us to draw on :

The report asked chief human resources and strategy officers from leading global employers what the current shifts mean, specifically for employment, skills and recruitment across industries and geographies.

The aim of this first episode on the topic is to help you make this pivotal information actionable for your organization. In order to do so, this post won’t supercially skim through the report adding some noise and intellectual speculations. Rather is aims at helping you thoroughly thinking it through. Don’t want to sound like patronizing but “helping you thoroughly thinking through” means asking questions. Clayton Christensen and Jason Fried both think this is the right way to understand so it might be worth giving it a try.

The objective is twofold. First, it is to help you figure out what this information does mean in the context your organisation. Second, it is for you to benchmark your organizational development strategy, to give a hard look and see if it fosters such skill development.

The second part of this blog post will come with some hints on how to develop this oh so precious skill  …

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Stratégie : adapter la réalité à la vision ou adapter la vision à la réalité

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Une question que je me pose depuis plusieurs semaines et qu’en toute transparence, chaque dirigeant devrait se poser. Comment devons-nous « construire une vision » et définir des objectifs stratégiques ?

Devons-nous privilégier l’approche facile et la contraindre à une réalité revêche ? Ou, au contraire, adopter une approche plus ambitieuse et résolue et transformer ce que certains identifient parfois trop vite à « la réalité », pour l’aligner avec la vision ?

Un dilemme qu’il est nécessaire d’explorer pour comprendre un des freins essentiels à l’amélioration… Continue reading “Stratégie : adapter la réalité à la vision ou adapter la vision à la réalité”

Questionning Google capacity to innovate

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This is a discussion I had with some other people during Lean IT Summit 2017. My former colleague Antoine Contal, now working for Google, made a rather impressive talk on how Google works at removing waste to help their employees thrive with digital products and services.

Elaborating on this talk we just came to challenge the actual innovative reputation of Google. We started to identify a gap between, on one hand, the many books and articles in which Google is referenced as an innovative company and, on the other hand, the actual number of world changing products they have launched after in-house development. Continue reading “Questionning Google capacity to innovate”

Lead With Lean by Michael Ballé

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Michael is a relentless researcher on the topic of Lean. Like other main influencers of this blog, such as Scott Berkun, or Jason Fried & David Heinemier Hansson, his work is priceless in that Michael keeps on going from abstract thinking (reading, studying) to concrete thinking (on the shop floor, with executives, to coach them on their strategy and their everyday problems) and back to abstract thinking (writing) : his thoughts and ideas are always validated or inspired by the reality of every day work.

Lead With Lean is a book which brings together many articles published during the last 5 years, mostly on Planet Lean. Reading these articles separately are enlightening ; reading them together, thanks to the great work by talkative and super smart Roberto Priolo (Planet Lean Chief Editor) who edited the book, is telling in that it shows the amazing strength of Michael thinking on the topic.

All these articles are like practices, a beau geste of describing in many different contexts and from many different perspectives what Lean and Lean Leadership are and why learning from them is so important today. These can also be seen as handles, practical ways of grasping some tough concepts : a very instructive book indeed.

Michael Interview on this book to be published soon … watch this space.

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