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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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Olivier Soudieux : “Laisser une grande place au chaos constitue la plus sûre façon d’aborder l’incertain”

Olivier Soudieux : “Laisser une grande place au chaos constitue la plus sûre façon d’aborder l’incertain” | Complex systems and projects | Scoop.it
Lorsqu'Olivier Soudieux pense gestion des risques, il ne pense pas objectifs chiffrés trop élevés ou parts de marché en recul
Philippe Vallat's insight:

Présenté ainsi, c'est beacuoup de bon sens, du vécu. Rares sont encore les organisations qui adhèrent et pratiquent cette vision organique, vivante de leur fonctionnement.

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Quelles aptitudes développer pour le manager de demain ?

Quelles aptitudes développer pour le manager de demain ? | Complex systems and projects | Scoop.it
Ce billet fait suite à celui sur les 4 bonnes raisons de réinventer le management et pose les bases des aptitudes nécessaires au manager « post moderne » d
Philippe Vallat's insight:

ou l'urgente nécessité de remettre en question les pratiques habituelles...

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Leadership: Dealing With Wicked Problems


The Mudd Partnership Presents: Leadership: Dealing With Wicked Problems Read more at www.themuddpartnership.com ([SLIDESHARE] Dealing With Wicked Problems #wickedproblems #honoringemergence#organisationaldevelopment

Via F. Thunus
Philippe Vallat's insight:

Simply and well done: a good, understable overview of dealing with wicked problems / complexity / uncertainty

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Miklos Szilagyi's curator insight, April 14, 2014 7:43 AM

"Think total, act piecemeal..." Like in the PDCA process cycles... what problems are wicked? Page through this presentation...:-))) which are so complex and multifaceted you cannot see it through in one shot... (OK, it's a bit even more complicated...)... what I like also that you should be careful not to use generalised solution managerial methods to everything... the people are different, the situations are different... so, think before act and think in different approaches, in different models...

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Management 3.0 - Complexity Thinking

This presentation is part of the Management 3.0 course, developed by Jurgen Appelo http://www.management30.com/course-introduction/
Philippe Vallat's insight:

Great stuff, enjoy!

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Miklos Szilagyi's curator insight, September 20, 2013 3:30 PM

It's not something to "eat" in one sitting... I reserved it here for me (and perhaps for some of you) in order to just come back some times and check in it this and that... it's more than 70 slides and they are often complicated but the info, the message is worth to go for it and understand it... so, happy discoveries...:-)))

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Three ways of seeing organizations – Complexity and Performance Evaluation Systems

Three ways of seeing organizations – Complexity and Performance Evaluation Systems | Complex systems and projects | Scoop.it

Since the “Scrum” methodology became popular trend in the SW organizations, the problem of performance evaluations has been in the …Continue reading »


Via Iñaki Agirre
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Many Simple Models over One Complicated Model

Many Simple Models over One Complicated Model | Complex systems and projects | Scoop.it
I see it again and again. When they have invested time and energy in a model (tool, framework, method), people have a tendency to make their models more and more complicated. “Let’s add another dimension.” “Let’s deepen the domains.” “Let’s...

Via Eric Laurent
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Rescooped by Philippe Vallat from Complexity & Self-Organizing Systems
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Responding to Complexity and Uncertainty: The Agile Organisation

Responding to Complexity and Uncertainty: The Agile Organisation | Complex systems and projects | Scoop.it

Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.


Via Complexity Institute
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Enchanter ses clients: une utopie?

Enchanter ses clients: une utopie? | Complex systems and projects | Scoop.it

Ce que je trouve intéressant dans le mouvement agile est le fait de sortir de la vision étroite et traditionnelle de l'économie, qui vise à "faire de l'argent", pour aller dans une direction plus humanisante: donner du sens au travail de l'humain.

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Top 10 Project Management Trends for 2012

Top 10 Project Management Trends for 2012 | Complex systems and projects | Scoop.it

I found a great TOP 10 article that hits on us Agile PM’s as well as other PM trends foreseen for 2012 on ESI International’s PMO Blog. I am seeing all of this happen at my F100 clients, some moreso than others. The “Mixing of Agile with Traditional methods” is very very big in their quest to deliver value – especially for projects outside the software development area. Enjoy !

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Management Models, Values & Principles?

Management Models, Values & Principles? | Complex systems and projects | Scoop.it
As part of the preparations for the Stoos Gathering I am collecting models, values and principles for management. Maybe you can help me?
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Le Journal Intégral: L'Holacratie

Un modèle intégral de grouvernance d’entreprise. Le terme « Holacratie » a pour étymologie le mot grec « holos » signifiant la totalité et « kratos » le pouvoir. Le but de ce modèle est donner le pouvoir de gouvernance à l’organisation elle-même.

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The Agile Model comes to Management, Learning, and Human Resources

The Agile Model comes to Management, Learning, and Human Resources | Complex systems and projects | Scoop.it

Over the last five years the business of software development has been totally transformed by the concepts of agile development. So is the business of Management and Human Resources.

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Thinking as a subversive activity

While a number of posts on this blog have been dedicated to calling in to question the claims of contemporary management theory to enable managers to predict the future, there can be no doubt that much of it is dedicated to controlling employees.



Philippe Vallat's insight:

If you don't take time, as manager, to reflect and think about what is vital for your organisation, what are you doing all the time?

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David Hain's curator insight, November 6, 2014 12:34 PM

How do you give people time to reflect on what they do. A good start - lay off the management control models!

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Lead Through Personality Complexity: Enough with Change Resistance Already!

Lead Through Personality Complexity:  Enough with Change Resistance Already! | Complex systems and projects | Scoop.it

People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!


______________

...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.



Via Deb Nystrom, REVELN
Philippe Vallat's insight:

Because complexity management has something to do with emergence, and emergence leads to change...

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Deb Nystrom, REVELN's curator insight, May 19, 2014 3:49 PM

Leading through complexity is an essential element of change management.  This post  is a good reminder of the layers of difference in change adoption - useful for Jungians - and the MBTI familiar  (Myers Briggs, Keirsey) as well as those using similar personality tools.  


It's also a good reminder for leaders, who know the nuances of any personality assessment.  It highlights that your perspective is quite limited.  Different perspectives of those on your leadership team, if they are diverse and helpful in their differences, and speak up, is of great value in true leadership teamwork.  ~  D

Deb Nystrom, REVELN's comment, July 19, 2014 3:34 PM
Some great shares here. Thanks for the comments and thanks everyone!
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On Leadership and Agile Thinking

On Leadership and Agile Thinking | Complex systems and projects | Scoop.it

If you don’t apply agility thinking to your leadership style you are robbing your organization of the opportunity to advance beyond its current constraints. Experimentation and learning do not require massive risk taking, all it take is a leap of faith.


Via David Hain
Philippe Vallat's insight:
• Mental Agility

Thinking critically to penetrate complex problems and expanding possibilities by making fresh connections.

• People Agility

Understanding and relating to other people, as well as tough situations to harness and multiply collective performance.

• Change Agility

Enjoying experimentation, being curious and effectively dealing with the discomfort of change.

• Results Agility

Delivering results in first-time situations by inspiring teams, and exhibiting a presence that builds confidence in themselves and others.

• Self-Awareness

Being reflective and knowing themselves well; understanding their capabilities and their impact on others.

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David Hain's curator insight, November 29, 2013 12:55 AM

“To succeed in our volatile, complex, ambiguous world, we have no choice but to master our ability to adapt and learn.”   Kevin Cashman

Gary Bamford's curator insight, November 29, 2013 2:27 AM

Asset management programmes more often than not also need s bit of agile thinking.

Ali Anani's curator insight, November 30, 2013 1:40 AM

Agile minds win

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Want simplicity in leadership? Then embrace complexity first

Want simplicity in leadership? Then embrace complexity first | Complex systems and projects | Scoop.it
If you want to thrive not just survive, embracing the principles of complexity theory can be extremely valuable
Philippe Vallat's insight:

Self-organisation, diversity, agility and systems-thinking help to deal with complexity

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Complexity Science For Lean & Agile Teams

Complexity ScienceFor Lean & Agile Teams

Via ukituki, Laurent LATHIEYRE
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Laurent LATHIEYRE's curator insight, February 10, 2013 7:59 AM

interesting perspective

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Incertitude inconfortable: donnez-moi un chiffre!

Incertitude inconfortable: donnez-moi un chiffre! | Complex systems and projects | Scoop.it

Nous avons vu dans un précédent billet les limites des chiffres. Peut-on tout mesurer, doit-on tout mesurer ? Et que disent ou ne disent pas les chiffres ?

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Mistakes Versus Experiments

One of the reasons that people try to avoid failing is that it seems like they’ve screwed up if they fail. This can certainly be the case, if your failure is major. But if you set up experiments to test ideas out, and you learn from them, then failing can be very productive.

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Scrum Log Jeff Sutherland: Happiness Metric - The Wave of the Future

Scrum Log Jeff Sutherland: Happiness Metric - The Wave of the Future | Complex systems and projects | Scoop.it

Traveling around the world, the happiness metric keeps bubbling up as a topic of interest. Books are starting to hit the charts at Amazon by business leaders (Zappos CEO, Joie de Vivre CEO) and psychologists.

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The Cynefin Agile Lean Mixup

I was pleasantly surprised to hear that several thinkers, practitioners, and researchers have teamed up to “further the application of complexity science in software development as well as in the larger organization”.
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Complexity versus Lean versus Agile versus Me

Complexity versus Lean versus Agile versus Me | Complex systems and projects | Scoop.it
While the experts are battling over each others’ ideas, I remind myself that all models are useful (though some fail faster than others).
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Holacratie - Pilotage Dynamique

Holacratie - Pilotage Dynamique | Complex systems and projects | Scoop.it

L’holacratie est une pratique pour les organisations qui recherchent davantage d’efficacité et d’agilité dans leurs structures de base telles que les réunions, les processus de décision et leur organisation.

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