In the late 2000’s to early 2010’s my company became quite serious in implementing Lean Management practices. Year after year, performance and activity boards flourished on the walls, daily meetings turned from awkward to necessary, and the managers and their teams got an increasingly informed eye on what came in and what came out, their lead-time, their rate of complains, and so on. It was all very satisfying indeed. The team leaders were better informed than ever about their own numbers, the middle management was less in control of the narrative that they would serve high management, everything was in its right place. But of course, there was a “but”.

“What do you mean, we have to have a retrospective? But we are on a tight schedule! I thought we were agile, that means not letting the framework get in the way!’’ Have you heard this before, or something along these lines, from people who are participating in an agile…

So. How does a group make a decision? Preferably, a good one. I have been reminded of this question last week, when giving a class in project framing to IT students. For two days they had worked on case studies to experiment the methodological toolbox I introduced them to. It…

This title might sound like one of a Jean de La Fontaine (or Aesop, to be less of a Parisian-centric blogger) moral fables. And it might actually be. Except don’t expect me to make it rhyme though. Nick Cave: 'cancel culture is bad religion run amuck' Political correctness has an "asphyxiating effect on the creative soul of a society", according to Nick Cave, who has…www.theguardian.com While this article may not be directly related to the Me Too movement…

Mon post précédent explorait ce que le change-management nous apprend sur les changements apportés par la crise du Covid. Cette semaine, je veux montrer que cette transformation va bien au-delà du télétravail. Nous avons une occasion historique d’apprivoise l’incertitude. Dans le premier post, j’ai beaucoup parlé de “vision”. La conduite de changement nécessite des ingrédients complémentaires : motivation, ressources, plan d’actions, compétences.

Last week, I wrote about how Change Management tools could shed light on the aftermath of the Covid-19 crisis. This week, I will demonstrate that the real change might actually go beyond working from home. We have a historical chance of embracing uncertainty. In the previous blog entry, I focused on Vision. The Change Management model involves other mandatory ingredients for a successful change: Motivation, resources, plan and skills.

Collègues, blogueurs, amis, politiciens, coach de pilate… tout le monde ou presque parle du “nouveau normal” post-Covid avec plus ou moins d’espoir ou d’appréhension. Que restera-t-il des changements que nous avons vécus depuis 2 mois ? Dans quelle direction conduiront-ils notre société ? Je me suis demandé si les outils du change-management pourraient nous aider à tirer le meilleur parti de la situation ; voilà ce que ça donne.

It has now become commonplace to talk about the “new normal” to come after the Covid-19 crisis. We say it with a mix of fear and hope. How deep will the remaining changes be? Which direction will they lead us? I thought that change management tools could possibly give us a hint on how to make the best of it, and so I gave it a try. When it comes to complex changes, the first model that comes to my mind is, unsurprisingly, the Knoster model. I like it, and it served me well in many situations. So it was my go-to tool when I first thought of writing this blog entry. The model lists the necessary…