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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...
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’.
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.
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 !
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.
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?
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.
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.
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.
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”.
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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