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Synopsis

Votre entreprise souffre-t-elle d'une crise d'innovation ? Appliquez les méthodologies agiles au sein de votre organisation avec notre cadre de présentation Modèle d'Organisation Agile et transformez votre équipe statique sans innovation en une équipe dynamique et matricielle axée sur l'innovation. De plus, découvrez comment le groupe Lego a appliqué les méthodes agiles pour transférer le pouvoir de prise de décision aux départements de développement de l'entreprise afin de résoudre les problèmes au fur et à mesure qu'ils se présentent.

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The Agile Organization Model has several practical applications in the tech industry. It can be used to foster a culture of continuous improvement and innovation. Tech companies can use this model to quickly adapt to changes in the market, customer needs, or technology trends. It also promotes a collaborative environment where decision-making power is distributed across the team, allowing for quick problem-solving and decision-making. Examples of this can be seen in companies like Lego Group, where agile methods have been applied to pass decision-making power to the development departments to solve problems as they arise.

The Agile Organization Model differs from traditional business frameworks in several ways. Firstly, it emphasizes flexibility and adaptability, allowing businesses to respond quickly to changes in the market. Secondly, it promotes a culture of continuous learning and improvement, with teams regularly reflecting on how to become more effective. Thirdly, decision-making power is often decentralized, enabling teams to solve problems as they arise. Lastly, it encourages a customer-focused approach, with teams working closely with customers to understand their needs and deliver value.

The main components of the Agile Organization Model include:

1. Agile Leadership: Leaders who promote agility, empower their teams, and are open to change.

2. Agile Teams: Teams that are cross-functional, self-organizing, and able to quickly adapt to changes.

3. Agile Culture: A culture that encourages collaboration, flexibility, and customer-centricity.

4. Agile Processes: Processes that are iterative, incremental, and focused on delivering value quickly.

5. Agile Infrastructure: An infrastructure that supports agile working methods and tools.

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Points forts de la diapositive

Passer à la nouvelle structure organisationnelle agile est difficile. Utilisez cette diapositive pour définir et analyser tous les composants qui subiront le changement. Les méthodes agiles, telles que Scrum Process, Kanban Methodology et le modèle de projet Lean seront utiles.

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Avec cette diapositive, dessinez votre carte de tribu. En un mot, une carte de tribu reflète comment les équipes travaillent et se comportent, et fournit un organigramme qui démontre l'axe des capacités et montre quelles compétences partagées sont possédées et contrôlées.

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Listez les dos et ne faites pas du processus de transformation. Les dos peuvent inclure le travail sur les ingrédients clés et le respect des règles et les ne faites pas peuvent inclure la peur de l'échec et le fait de garder vos parties prenantes dans l'obscurité.

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Yes, there are numerous case studies that demonstrate the effectiveness of the Agile Organization Model in organizational transformation. Companies like IBM, Microsoft, and Spotify have successfully implemented Agile methodologies and have seen significant improvements in productivity, customer satisfaction, and employee engagement. However, it's important to note that the success of Agile transformation depends on various factors such as the organization's culture, leadership commitment, and the ability to adapt to change.

A company that could benefit from the Agile Organization Model is Amazon. Amazon's vast and diverse operations could be streamlined with the Agile model. This model would allow Amazon to quickly adapt to changes in the market, customer preferences, and technology. It would also foster a culture of continuous improvement and innovation. The Agile model's emphasis on cross-functional teams could enhance collaboration and efficiency within Amazon, breaking down silos and fostering a more cohesive and effective organizational structure.

Common challenges in transitioning to the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to a more collaborative and flexible approach. These challenges can be overcome by providing comprehensive training on agile principles and practices, fostering a culture of open communication and collaboration, and gradually implementing changes while providing support and guidance throughout the transition process.

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Aperçu

Selon le cabinet de conseil en management, McKinsey & Co, la différence entre les organisations traditionnelles et agiles réside dans le fait que les organisations traditionnelles s'articulent autour d'une hiérarchie structurelle statique tandis que les organisations agiles sont davantage un réseau d'équipes opérant dans des cycles d'apprentissage et de prise de décision rapides. En d'autres termes, l'approche agile considère les organisations comme des organismes vivants, tandis que l'approche traditionnelle considère les organisations comme des machines.

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The Agile Organization Model views organizations differently from traditional models in that it sees organizations as living organisms rather than machines. Traditional models revolve around a static structural hierarchy, whereas agile organizations are seen as a network of teams operating in rapid learning and decision-making cycles. This approach allows for more flexibility and adaptability in response to changes.

The Agile Organization Model differs from traditional business frameworks in several ways. Traditional business models often revolve around a static structural hierarchy, while the Agile model is more of a network of teams operating in rapid learning and decision-making cycles. This means that Agile organizations are more adaptable and can respond more quickly to changes in the business environment. In contrast, traditional models can be slower to adapt due to their hierarchical structure. Additionally, the Agile model views organizations as living organisms, while traditional models often view organizations as machines. This difference in perspective can lead to different approaches in how the organization is managed and how decisions are made.

Almost any company can benefit from the Agile Organization Model, but let's take the example of a large, traditional manufacturing company. This type of company often struggles with slow decision-making processes due to its hierarchical structure. By adopting the Agile Organization Model, it could form cross-functional teams that can make decisions quickly and independently. This would speed up the decision-making process, allow for rapid adaptation to market changes, and ultimately increase the company's competitiveness.

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"Les organisations traditionnelles placent leurs organes de gouvernance à leur sommet, et les droits de décision descendent la hiérarchie ; à l'inverse, les organisations agiles instaurent un objectif commun et utilisent de nouvelles données pour donner les droits de décision aux équipes les plus proches de l'information. Une organisation agile peut idéalement combiner vélocité et adaptabilité avec stabilité et efficacité," écrit McKinsey sur son site web.

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The Agile Organization Model enhances productivity through several practical applications. Firstly, it decentralizes decision-making, allowing teams closest to the information to make informed decisions quickly. This increases the speed of decision-making and reduces bottlenecks. Secondly, it promotes adaptability, enabling organizations to respond swiftly to changes in the business environment. Lastly, it combines velocity and stability, ensuring that while the organization is quick to adapt, it also maintains efficiency in its operations.

Common challenges in adopting the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from a traditional hierarchical structure to a more flexible, team-based one. These challenges can be overcome by providing comprehensive training, fostering a culture of openness and collaboration, and gradually implementing changes while providing support and guidance.

The main components of the Agile Organization Model include a common purpose, decision rights given to teams closest to the information, and the ability to combine velocity and adaptability with stability and efficiency. This model is designed to be more responsive and adaptable to change, compared to traditional hierarchical models.

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Anatomie

Selon McKinsey, l'anatomie d'une organisation agile réussie se compose de cinq principaux composants :

  1. Stratégie, qui comprend un objectif et une vision partagés ; détection et saisie des opportunités ; allocation flexible des ressources et orientation stratégique réalisable.
  2. Structure, qui comprend une structure claire et plate et des rôles responsables ; une gouvernance pratique ; des communautés de pratique robustes ; des partenariats actifs et un écosystème ; un environnement physique et virtuel ouvert et des cellules responsables adaptées à l'usage.
  3. Processus, qui comprend une itération et une expérimentation rapides ; des méthodes de travail standardisées ; une orientation vers la performance ; une transparence de l'information ; un apprentissage continu et une prise de décision orientée vers l'action.
  4. Équipes, qui comprend une communauté cohésive ; un leadership partagé et serviteur ; une dynamique entrepreneuriale et une mobilité des rôles.
  5. Technologie, qui comprend une architecture technologique en évolution, des systèmes et des outils, ainsi que des pratiques de développement et de livraison technologiques de nouvelle génération.
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Questions and answers
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The Agile Organization Model can significantly contribute to a company's digital transformation initiatives in several ways. Firstly, it promotes a shared purpose and vision, which is crucial for aligning digital transformation goals across the organization. Secondly, it encourages sensing and seizing opportunities, which can help in identifying and leveraging digital trends. Thirdly, it supports flexible resource allocation and actionable strategic guidance, which can ensure efficient use of resources and effective decision-making in digital initiatives. Moreover, the model's emphasis on rapid iteration, experimentation, information transparency, and continuous learning can foster a culture of innovation and adaptability, which is key to digital transformation. Lastly, the model's focus on evolving tech architecture, systems, and tools can facilitate the adoption and integration of new digital technologies.

In the Agile Organization Model, technology plays a crucial role. It involves evolving tech architecture, systems, and tools, as well as next-generation tech development and delivery practices. This means that technology is not static but continuously evolving to meet the needs of the organization. It also implies that the organization is always on the lookout for new technologies that can improve their processes and deliver better results. Furthermore, the use of next-generation tech development and delivery practices ensures that the organization is always at the forefront of technological advancements, giving it a competitive edge.

The Agile Organization Model encourages continuous learning and action-oriented decision making through its process component. This includes rapid iteration and experimentation, standardized ways of working, performance orientation, information transparency, and of course, continuous learning and action-oriented decision making. This model promotes a culture of constant learning from both successes and failures, and encourages quick, informed decision making based on the insights gained.

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Application

Dans son article pour Forbes, Maureen Metcalf, PDG de Metcalf & Associates, couvre quatre éléments que les dirigeants doivent maîtriser sur le chemin de la création d'une organisation agile.

Mentalité de leadership stratégique

Selon Metcalf, les décideurs des organisations agiles doivent penser différemment à leurs entreprises et mettre régulièrement à jour leur approche et leur comportement en matière de leadership, et pas seulement leurs processus."[Les leaders] doivent être disposés et capables de changer ce qu'ils font et comment ils le font, et ils doivent être intellectuellement polyvalents et réfléchis," écrit Metcalf.

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The Agile Organization Model aligns with digital transformation initiatives by promoting adaptability and flexibility in processes and decision-making. This model encourages leaders to regularly update their approach and behavior, not just their processes. It fosters intellectual versatility and reflection, which are crucial for navigating the rapid changes brought about by digital transformation. The Agile model's emphasis on willingness to change aligns with the core principle of digital transformation, which is to continually evolve and adapt to leverage digital technologies effectively.

Adopting the Agile Organization Model can present several challenges. These can include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to more flexible and collaborative ones. Overcoming these challenges requires strong leadership, effective communication, and ongoing training. Leaders must be willing to change their approach and behavior, not just their processes. They need to be intellectually versatile and reflective, and regularly update their leadership approach. It's also important to foster a culture that embraces change and values continuous learning and improvement.

The main components of the Agile Organization Model are:

1. Agile Leadership: Leaders who are willing and able to change their approach and behavior, not just their processes. They need to be intellectually versatile and reflective.

2. Agile Culture: A culture that supports and encourages agility, including a willingness to change and adapt.

3. Agile Processes: Processes that are flexible and adaptable, allowing for quick and effective responses to change.

4. Agile People: Employees who are adaptable, flexible, and able to work in a fast-paced, changing environment.

5. Agile Structure: An organizational structure that supports agility, such as a flat structure that encourages collaboration and communication.

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Culture agile

La culture de l'entreprise et les accords et valeurs sous-jacents doivent toujours refléter l'organisation. Les accords sous-jacents pourraient tourner autour des sujets suivants : approche centrée sur le client, transparence, etc.

Principes Lean

L'emploi des principes Lean signifie constamment augmenter l'efficacité, éliminer les déchets et améliorer la valeur délivrée aux clients. L'approche agile nécessite également une analyse continue des pratiques et processus de l'entreprise.

Méthodes agiles

Le quatrième élément d'une entreprise agile est la véritable méthodologie de développement agile basée sur le Manifeste Agile.

Le Manifeste Agile, écrit par des ingénieurs logiciels et des développeurs, Kent Beck, Jeff Sutherland, Martin Fowler, Ken Schwaber, déclare :

"Nous découvrons de meilleures façons de développer des logiciels en le faisant et en aidant les autres à le faire."À travers ce travail, nous avons appris à valoriser :

  • Les individus et les interactions plutôt que les processus et les outils
  • Un logiciel fonctionnel plutôt qu'une documentation exhaustive
  • La collaboration avec le client plutôt que la négociation de contrat
  • Répondre au changement plutôt que de suivre un plan

C'est-à-dire, bien qu'il y ait de la valeur dans les éléments à droite, nous valorisons davantage les éléments à gauche."

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Études de cas

Le groupe Lego

À la fin de 2014, le fabricant de jouets danois Lego souffrait de mauvais :

  • Alignement entre les équipes
  • Collaboration avec les clients
  • Planification des sorties
  • Développement de la plateforme

Pour résoudre ces problèmes persistants, en janvier 2015, l'entreprise a transformé toute son organisation de jeux DS en une équipe d'équipes, a introduit un rythme de sprint partagé, a décentralisé la synchronisation et la gestion des dépendances et a organisé des événements de planification en grand groupe tous les huit semaines. À la fin, l'expérience agile a eu beaucoup d'effets positifs, non seulement sur DS mais aussi sur d'autres départements qui collaborent avec lui.

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The Agile Organization Model had a significant positive impact on the DS games organization and its collaborating departments. The transformation into a team-of-teams structure, introduction of a shared sprint cadence, and decentralization of synchronization and dependency management improved efficiency and productivity. Additionally, big-room planning events every eight weeks facilitated better communication and coordination. The agile experiment not only benefited the DS games organization but also positively influenced other departments that collaborated with it.

The Agile Organization Model differs from traditional business models in several ways. Firstly, it emphasizes flexibility and adaptability, allowing for quick responses to changes in the business environment. This is in contrast to more rigid models that follow a set plan. Secondly, the Agile model promotes a culture of collaboration and shared responsibility, where teams work together to achieve common goals. This is different from hierarchical models where decision-making is centralized. Lastly, the Agile model encourages continuous learning and improvement, unlike static models that do not adapt to new information or changes in the market.

The Agile Organization Model can be applied in the gaming industry by transforming the entire organization into a team-of-teams structure. This involves introducing a shared sprint cadence, decentralizing synchronization and dependency management, and organizing big-room planning events every eight weeks. This approach not only improves the efficiency and productivity of the gaming team but also positively impacts other departments that collaborate with it.

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Le passage au modèle agile pour Lego a entraîné :

  • Moins de travail dupliqué. Les équipes sont plus en phase les unes avec les autres, elles gaspillent donc moins de temps sur des travaux redondants.
  • Moins de problèmes de dépendance. Les équipes perdent moins de temps à attendre les unes les autres.Ils interagissent également en douceur avec les autres départements et parties prenantes.
  • Les gestionnaires peuvent mettre à jour les priorités et résoudre les obstacles plus rapidement car ils ont une meilleure idée de ce qui se passe réellement.
  • La confiance des clients s'est améliorée grâce à la transparence, car les clients comprennent mieux les processus et les intentions des équipes
  • La planification est plus facile et les engagements sont respectés plus souvent
  • Les planificateurs ont une meilleure idée de la charge de travail et de la capacité globales.
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Questions and answers
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Common challenges in applying the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to self-organizing teams. These challenges can be overcome by providing comprehensive training, fostering a culture of continuous learning and improvement, and ensuring top-down support for the agile transformation.

Amazon could greatly benefit from the Agile Organization Model. With its vast and diverse operations, Agile would allow Amazon to adapt quickly to changes in the market and customer demands. It would reduce duplicated work and dependency problems, as teams would be more in sync and waste less time waiting for each other. Managers could update priorities and resolve issues faster, improving overall efficiency. Additionally, the transparency of Agile could enhance customer trust, as they would have a better understanding of Amazon's processes and intentions.

The main components of the Agile Organization Model include cross-functional teams, adaptive planning, customer collaboration, and iterative development. Cross-functional teams are composed of members with different expertise working towards a common goal. Adaptive planning allows for flexibility and changes in the project's direction based on feedback and learning. Customer collaboration emphasizes the importance of working closely with customers to understand their needs and deliver value. Iterative development involves breaking down the project into smaller parts, allowing for continuous improvement and adaptation.

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Les consultants agiles qui ont dirigé l'expérience, Henrik Kniberg et Eik Thyrsted Brandsgård, ont déclaré : "[...] Cela a amélioré la motivation des membres de l'équipe. Aller au travail est plus amusant quand il y a moins de confusion et moins de gaspillage. Et les personnes motivées font un meilleur travail, donc c'est un cycle positif ! Un autre impact que nous avons vu est que d'autres parties de LEGO visitent la réunion, sont super inspirées, et commencent à explorer comment mettre en œuvre certains de ces principes et pratiques dans leur propre département. En fait, l'agile se propage comme un virus au sein de l'entreprise, et la nature très visible de l'événement de planification PI est comme un catalyseur."

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The main components of the Agile Organization Model typically include: Agile teams, Agile leadership, Agile culture, and Agile practices. Agile teams are cross-functional groups that work together on projects in an iterative manner. Agile leadership involves leaders who promote agility by being adaptable, flexible, and open to change. Agile culture is a work environment that encourages collaboration, flexibility, and customer-centricity. Agile practices are methods and techniques used to implement agility, such as Scrum, Kanban, and Lean.

The Agile Organization Model aligns with digital transformation initiatives by promoting adaptability, flexibility, and quick response to changes. This model encourages continuous improvement and innovation, which are key aspects of digital transformation. It allows organizations to rapidly adapt to new technologies and market changes, thereby ensuring they stay competitive in the digital age. Moreover, the Agile model fosters a culture of collaboration and cross-functional teamwork, which is crucial for implementing digital transformation initiatives successfully.

The Agile Organization Model has several practical applications in the corporate sector. Firstly, it improves team motivation by reducing confusion and waste, making work more enjoyable and productive. Secondly, it encourages the spread of agile principles within the company, as other departments get inspired and start exploring how to implement these principles in their own areas. Lastly, it acts as a catalyst for change, with the highly visible nature of the PI planning event sparking interest and action.

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