Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
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La présomption de confiance comme base du management, rencontre avec Laurence Vanhée et Frédéric Lippi

La présomption de confiance comme base du management, rencontre avec Laurence Vanhée et Frédéric Lippi | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
« La présomption de confiance comme base du management » était le cœur de la thématique développée lors de la cinquième soirée « Vivre l’économie autrement » du Centre du Hautmont près de Lille. Ap...
Claude Emond's insight:

Rencontre autour du rapport Gallup sur l'engagement des employés dans le monde (résultats désastreux)

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Chrystèle Garnier's curator insight, April 14, 2014 1:54 AM

Merci pour le partage Anne -Laure.

Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
For and about all those people working to build together a sustainable world through collective intelligence and agility. Knowledge to share and collective behaviours to adopt to build and foster a sustainable future for all of us.
«The future is already here – it's just not evenly distributed»
William Gibson, who invented the word «Cyberspace»
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FormAction - Institut de développement de produits: Gestion Agile des projets d'innovation

FormAction - Institut de développement de produits: Gestion Agile des projets d'innovation | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it

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Claude Emond's curator insight, April 4, 11:49 AM

La gestion agile de votre projet d'innovation
FormAction de 3 jours: 18 mai, 1er juin, 8 juin 2016 à Drummondville
Info et inscription ici: http://tinyurl.com/hgweyxd
Dépliant: http://tinyurl.com/h7oczgv

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Scrum Guide Refresh by Jeff Sutherland Ken Schwaber 

Scrum Guide Refresh by Jeff Sutherland Ken Schwaber  | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
In this video, Jeff Sutherland and Ken Schwaber, creators of the Scrum Framework, discuss the scrum guide refresh including, agile values and scrum insights
Claude Emond's insight:

At last, Values (mindset) make it into this new version of the  «official» Scrum Guide. Not a lot said but that is a start. PDF of the new guide here: http://www.scrumguides.org/docs/scrumguide/v2016/2016-Scrum-Guide-US.pdf ;

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Claude Emond's curator insight, July 20, 8:09 AM

At last, Values (mindset) make it into this new version of the  «official» Scrum Guide. Not a lot said but that is a start.

Claude Emond's curator insight, July 20, 8:09 AM

At last, Values (mindset) make it into this new version of the  «official» Scrum Guide. Not a lot said but that is a start.

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Strategy in a digital age | McKinsey & Company

Strategy in a digital age | McKinsey & Company | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
How to develop corporate and business-unit strategies in a digitally disrupted world.
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Cooperation emerges when groups are small and memories are long, study finds

Cooperation emerges when groups are small and memories are long, study finds | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The tragedy of the commons, a concept described by ecologist Garrett Hardin, paints a grim view of human nature. The theory goes that, if a resource is shared, individuals will act in their own self-interest, but against the interest of the group, by depleting that resource.
Yet examples of cooperation and sharing abound in nature, from human societies down to single-celled bacteria.
In a new paper, published in the journal Scientific Reports, University of Pennsylvania researchers use game theory to demonstrate the complex set of traits that can promote the evolution of cooperation. Their analysis showed that smaller groups in which actors had longer memories of their fellow group members' actions were more likely to evolve cooperative strategies.
The work suggests one possible advantage of the human's powerful memory capacity: it has fed our ability as a society to cooperate.

Via David Hain
Claude Emond's insight:

Great findings. Let's remember what others mean to us and set our organizations to encourage self-organized small cells (holarchies) acting and collaborating together to make the ultimate difference and create lasting value for everybody

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David Hain's curator insight, June 27, 6:02 AM

Fascinating article on how we can cooperate to avoid the tragedy of the commons!

Claude Emond's comment, June 28, 8:49 AM
Great find David. Going to scoop it all over the place. Cheers from Montreal
Claude Emond's curator insight, June 28, 8:57 AM

Great findings. Let's remember what others mean to us and set our organizations to encourage self-organized small cells (holarchies) acting and collaborating together to make the ultimate difference and create lasting value for everybody

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Seth Godin Startup school - FREE on SoundCloud

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Claude Emond's curator insight, June 14, 2:30 AM

This is free on Soundcloud. :)

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Top 20 Best Books on Managing Change | ReadyToManage

Top 20 Best Books on Managing Change | ReadyToManage | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Claude Emond's insight:

Nice list of reference books on Change Management. The Ready to Manage website is also an excellent source for managers who still believe that learning is important. Highly recommended

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Claude Emond's curator insight, May 29, 8:47 AM

Nice list of reference books on Change Management. The Ready to Manage website is also an excellent source for managers who still believe that learning is important. Highly recommended

Claude Emond's curator insight, May 29, 8:48 AM

Nice list of reference books on Change Management. The Ready to Manage website is also an excellent source for managers who still believe that learning is important. Highly recommended

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Part 3 of 3 – WHY UNICORNS EAT DINOSAURS FOR BREAKFAST | AfCE

Part 3 of 3 – WHY UNICORNS EAT DINOSAURS FOR BREAKFAST | AfCE | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The why and how every established company can engage employees, accelerate innovation and transform culture, to fuel innovation and avoid becoming someone
Claude Emond's insight:

Part 3 of 3. the 2 other parts also follow in sequence. A story about recreating startups in mature organizations

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Claude Emond's curator insight, April 28, 7:28 PM

Part 3 of 3. the 2 other parts also follow in sequence. A story about recreating startups in mature organizations

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1 of 3 – Why Unicorns Eat Dinosaurs for Breakfast | AfCE

1 of 3 – Why Unicorns Eat Dinosaurs for Breakfast | AfCE | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The why and how every established company can engage employees, accelerate innovation and transform culture, to fuel innovation and avoid becoming someone
Claude Emond's insight:

Part 1 of 3. the 2 other parts will also follow in sequence. A story about recreating startups in mature organizations

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WEBINAR - A 3-step agile approach to mobilize, engage and develop high-performing teams

WEBINAR - A 3-step agile approach to mobilize, engage and develop high-performing teams | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Claude Emond's insight:

Webinar will be on May 19, 4 pm EST. You can register here: https://www.brighttalk.com/webcast/13643/203379 ;

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Understanding the limits of hierarchies

Understanding the limits of hierarchies | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Jim Whitehurst shares a valuable lesson he's learned while leading an open organization: The quickest result isn't always the best one.
Claude Emond's insight:

The more you are in a complex business environment (VUCA), the more useless is a hierarchy. Welcome to Jon Husband's networked self-organized wirearchyhttp://wirearchy.com/fr/ :)

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Claude Emond's curator insight, April 8, 9:51 PM

The more you are in a complex business environment (VUCA), the more useless is a hierarchy. Welcome to Jon Husband's networked self-organized wirearchyhttp://wirearchy.com/fr/ :)

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100 «Culture Change Insight» Nuggets from Edgar Schein and other great minds

100 «Culture Change Insight» Nuggets from Edgar Schein and other great minds | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Claude Emond's insight:

Priceless advice !!! You can download a pdf including those 100 insights + many timeless quotes on culture and change here: http://www.cultureuniversity.com/wp-content/uploads/2016/02/100-CultureUniversity-Insights.pdf 

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Claude Emond's curator insight, March 28, 11:03 AM

Priceless advice !!! You can download a pdf including those 100 insights + many timeless quotes on culture and change here: http://www.cultureuniversity.com/wp-content/uploads/2016/02/100-CultureUniversity-Insights.pdf ;

Claude Emond's curator insight, March 28, 11:07 AM

Priceless advice !!! You can download a pdf including those 100 insights + many timeless quotes on culture and change here: http://www.cultureuniversity.com/wp-content/uploads/2016/02/100-CultureUniversity-Insights.pdf 

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Cause and Purpose vs Urgency for Change? 

Cause and Purpose vs Urgency for Change?  | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Claude Emond's insight:

Very good post by Jason Little.
Urgency will get you nowhere if there is no underlying cause and purpose. It is shared cause and purpose that give some sense to our work and that are the foundations of alignment, durable employee engagement and resulting performance and success in the face of continuous change. The French (Jerome Barrand - http://en.grenoble-em.com/directory/jerome-barrand ) have created a new word for all this cause and purpose stuff: «effisens»: «effisense» would be the english translation. Ultimately, if «effisense» is lacking, efficiency is an illusion and effectiveness is targetless ! Urgency gives an «urge» for speed. Cause and purpose give a direction to this speed, it generates velocity (speed with a vector going in the right direction ( https://www.youtube.com/watch?v=-6lrr6-ADY0 ).
This whole thing reminds me of a poster we had in our offices a long time ago. It was showing a guy running with a big pack-sack on his back with the caption; «I don't know where I am going, but I am sure going there fast». That's the same as having a sense of urgency with no organizational cause and purpose! :)

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Claude Emond's curator insight, March 14, 8:53 PM

Very good post by Jason Little.
Urgency will get you nowhere if there is no underlying cause and purpose. It is shared cause and purpose that give some sense to our work and that are the foundations of alignment, durable employee engagement and resulting performance and success in the face of continuous change. The French (Jerome Barrand - http://en.grenoble-em.com/directory/jerome-barrand ) have created a new word for all this cause and purpose stuff: «effisens»: «effisense» would be the english translation. Ultimately, if «effisense» is lacking, efficiency is an illusion and effectiveness is targetless ! Urgency gives an «urge» for speed. Cause and purpose give a direction to this speed, it generates velocity (speed with a vector going in the right direction ( https://www.youtube.com/watch?v=-6lrr6-ADY0 ).
This whole thing reminds me of a poster we had in our offices a long time ago. It was showing a guy running with a big pack-sack on his back with the caption; «I don't know where I am going, but I am sure going there fast». That's the same as having a sense of urgency with no organizational cause and purpose! :)

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24 Charts Of Leadership Styles Around The World

24 Charts Of Leadership Styles Around The World | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
British linguist Richard Lewis charts everything from structured individualism in the U.S. to ringi-sho consensus in Japan.
Claude Emond's insight:

Different cultures, different «leadership structure» preferences ! :)

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Shyam Kumar's curator insight, March 13, 9:25 AM

Different cultures, different «leadership structure» preferences ! :)

Brian Leclerc's curator insight, March 18, 8:19 AM

Different cultures, different «leadership structure» preferences ! :)

Cinaps's curator insight, March 21, 5:20 PM

Différentes cultures, différents leaderships. 

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How can we help the world? A flowchart

How can we help the world? A flowchart | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
We're interested in helping people to choose between different focus areas for helping the world. A complication is that people can have very different background assumptions, which makes it hard to give uniform recommendations. On the other hand, discussing the assumptions directly may not hel
Claude Emond's insight:

“Life’s most persistent and urgent question is, ‘What are you doing for others?’”  Martin Luther King Jr.

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Claude Emond's curator insight, Today, 11:22 AM

“Life’s most persistent and urgent question is, ‘What are you doing for others?’”  Martin Luther King Jr.

Claude Emond's curator insight, Today, 11:24 AM

“Life’s most persistent and urgent question is, ‘What are you doing for others?’”  Martin Luther King Jr.

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Creating a Strategy That Works

Creating a Strategy That Works | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The most farsighted enterprises have mastered five unconventional practices for building and using distinctive capabilities.
Claude Emond's insight:

You cannot design strategic plans without objectives. Interesting article that could have been titled instead «Creating a strategy» because it appears to me that the 5 conventional «non-working» practices are not aiming at objectives but only stating desired outcomes. As Larry Cooper wrote, becoming agile (the 5th conventional practices listed) is not an objective, it is a result. The same can be said of the other 4 conventional practices. It is hard to build a strategy when you do not have clear objectives and express your strategy in terms of desired outcomes. Basically, you do not have a strategy then, you are just chasing a dream.

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Claude Emond's curator insight, July 8, 10:49 AM

You cannot design strategic plans without objectives. Interesting article that could have been titled instead «Creating a strategy» because it appears to me that the 5 conventional «non-working» practices are not aiming at objectives but only stating desired outcomes. As Larry Cooper wrote, becoming agile (the 5th conventional practices listed) is not an objective, it is a result. The same can be said of the other 4 conventional practices. It is hard to build a strategy when you do not have clear objectives and express your strategy in terms of desired outcomes. Basically, you do not have a strategy then, you are just chasing a dream.

Claude Emond's curator insight, July 8, 10:50 AM

You cannot design strategic plans without objectives. Interesting article that could have been titled instead «Creating a strategy» because it appears to me that the 5 conventional «non-working» practices are not aiming at objectives but only stating desired outcomes. As Larry Cooper wrote, becoming agile (the 5th conventional practices listed) is not an objective, it is a result. The same can be said of the other 4 conventional practices. It is hard to build a strategy when you do not have clear objectives and express your strategy in terms of desired outcomes. Basically, you do not have a strategy then, you are just chasing a dream.

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The keys to organizational agility | McKinsey & Company

The keys to organizational agility | McKinsey & Company | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The leaders behind McKinsey’s work on organization design explain the importance of agility and how established companies can become more dynamic.
Claude Emond's insight:

The 3 keys to organizational agility explained in a very clear, simple manner. Achieve the right mixture of BOTH agility and stability on 3 organizational vectors: 1- Structure, 2- Process, 3-People. 

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Claude Emond's curator insight, July 4, 3:44 PM

The 3 keys to organizational agility explained in a very clear, simple manner. Achieve the right mixture of BOTH agility and stability on 3 organizational vectors: 1- Structure, 2- Process, 3-People. 

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Finding the “Herbie” in Your Change Initiative

Finding the “Herbie” in Your Change Initiative | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Eli Goldratt’s theory of constraints can help leaders better pace and sequence change management programs.
Claude Emond's insight:

Using Golratt TOC for initiating your organizational changes. Great stuff ! That's being Lean and Agile

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The Adaptive Strategy Framework Guide

The Adaptive Strategy Framework Guide | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Change is occurring at unprecedented levels which is leading to uncertainty and trepidation by leaders from the smallest to the largest of organizations. Yet there are some leaders and organizations who seem to thrive, not in spite of these circumstances, but because of them. They have learned to adapt and iterate their strategies just as …
Claude Emond's insight:

Fantastic high level adaptive framework in support of better organisational agility. Great job by Larry Cooper and his close collaborators. And the guide is free. Great resource for the agile strategist !

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The Lewis Model Explains Every Culture In The World

The Lewis Model Explains Every Culture In The World | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The Lewis Model identifies countries as Linear-actives, Multi-actives, and Reactives.
Claude Emond's insight:

Where is Quebec in this model? I do not think we are like the rest of Canada. Sometimes I feel like a mix between a Latino, an Irish and a  Korean! Must be my Amerindian blood ! :)

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Claude Emond's curator insight, May 3, 5:30 PM

Where is Quebec in this model? I do not think we are like the rest of Canada. Sometimes I feel like a mix between a Latino, an Irish and a  Korean! Must be my Amerindian blood ! :)

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2 of 3 – Why Unicorns Eat Dinosaurs for Breakfast | AfCE

2 of 3 – Why Unicorns Eat Dinosaurs for Breakfast | AfCE | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
The why and how every established company can engage employees, accelerate innovation and transform culture, to fuel innovation and avoid becoming someone
Claude Emond's insight:

Part 2 of 3. the 2 other parts also follow in sequence. A story about recreating startups in mature organizations

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Claude Emond's curator insight, April 28, 7:22 PM

Part 2 of 3. the 2 other parts also follow in sequence. A story about recreating startups in mature organizations

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10 organizational behaviors stuck in the industrial era

10 organizational behaviors stuck in the industrial era | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Our emerging workforce is not interested in command-and-control leadership. They don’t want to do things because I said so; they want to do things because they want to do them.  ~Irene Rosenfeld, CEO, Mendelēz International In an earlier post, ‘Culture for the age of ideas’, we argued that the culture of many organisations is still […]
Claude Emond's insight:

We want employees to change behaviors. Well, changing behaviors has to start at the top!

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Claude Emond's curator insight, April 28, 3:23 PM

We want employees to change behaviors. Well, changing behaviors has to start at the top!

Claude Emond's curator insight, April 28, 3:23 PM

We want employees to change behaviors. Well, changing behaviors has to start at the top!

Ian Boreham's comment, May 20, 6:55 PM
I think the change behaviour first point is a valid one. I can see how workplace environment changes are facilitating this at a lot of orgs.
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10 Guiding Principles of Organizational Culture

10 Guiding Principles of Organizational Culture | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Editor’s Note: We are pleased to feature this post highlighting Jon Katzenbach, a leading practitioner in organizational strategies and an acclaimed advisor to executives for PwC’s strategy consulting group, Strategy&. Stay tuned for the upcoming CultureU interview with Jon coming soon. How often have you heard somebody talk about the urgent need to change the culture? They […]
Claude Emond's insight:

All a question of behaviors.  Attitude creates Altitude

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Claude Emond's curator insight, April 12, 11:09 AM

All a question of behaviors.  Attitude creates Altitude

Claude Emond's curator insight, April 12, 11:11 AM

All a question of behaviors.  Attitude creates Altitude. Nice infographic

Ian Boreham's curator insight, May 22, 9:19 PM

Key message of changing a few critical behaviours first to kick start culture change.

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Designed for Learning!: 7 Leadership Lessons from Jazz 

Designed for Learning!: 7 Leadership Lessons from Jazz  | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Claude Emond's insight:

The agility of jazz applied to leadership

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Claude Emond's curator insight, April 5, 10:10 AM

The agility of jazz applied to leadership

Claude Emond's curator insight, April 5, 10:12 AM

The agility of jazz applied to leadership

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The Leadership Development Road Map - Infographic

The Leadership Development Road Map - Infographic | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it

Via David Hain
Claude Emond's insight:

3,124 leaders provided their input for the Global Leadership Forecast 2014|2015, presented by DDI and The Conference Board. This vast amount of data brought us to 18 initial findings

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Jolene Pattison's curator insight, April 1, 7:52 AM

Useful report on Leadership Development contains nice infographic explaining findings.

Bailly Vincent's curator insight, April 3, 4:33 PM

Useful report on Leadership Development contains nice infographic explaining findings.

Kelly Coffee's curator insight, April 4, 9:39 AM

Useful report on Leadership Development contains nice infographic explaining findings.

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Millennial Survey 2016 | Deloitte | Social impact, Innovation

Millennial Survey 2016 | Deloitte | Social impact, Innovation | Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here) | Scoop.it
Explore Deloitte's 2016 Millennial Survey, which identifies challenges business leaders face in meeting the expectations of the Millennial generation.
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