Just do it
Continuous ImprovementCulture and collaborationProduct delivery

Just Do It!

The Value of Having a (Minimum Viable) Product As most of you know, I conduct my training and coaching practice across a broad spectrum of Agile practices including the Scrum Framework for risky projects, People values and leadership at the higher levels of the organization and of course, Lean or …

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Agile CoachingContinuous ImprovementCulture and collaborationLeadership (EN)Management and leadershipTeam facilitation

Storming stories: stakeholders and feedback

Once upon a time, Sara, a #LetUsBe team stakeholder and Bob the members manager, went to participate to the #LetUsBe Agile-Scrum team’s sprint review ceremony. Shana, the #ScrumMaster of the #LetUsBe team, started the ceremony by providing participants with some guidance about the meeting: The sprint review is there to …

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Change managementCulture and collaborationLeadership (EN)

Is there really someone to blame?

One of the biggest issues faced by organizations in creating a culture of continuous improvement is the underlying need to always have someone to blame and the way that this need figures prominently in the day-to-day language of its teams. This often fuels adversarial relationships rather than the true collaboration …

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AgileCulture and collaboration

HEART: Murphy, Taleb and Schumacher demystify proactivity

Proactivity is the most delicate concept to understand of HEART. When it is not mistakenly opposed to reactivity or reaction, we often tend to see it as an exhaustive anticipation of risks in order to prepare for it and to make the most out of the problems that will arise. …

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Agile product managementCulture and collaborationFeature postSpecial edition

The place of the architect in an Agile organization, it’s complicated?

The following type of question is often asked to convinced agilists: “What is the role of [insert role here] in Agility?” The role that is most often inserted architect. But as for all experts, the answer is globally always the same. What does the Manifesto say? One of the underlying …

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Agile CoachingAgile transformationChange managementCulture and collaborationManagement and leadershipOrganizational transition

At Pyxis, you are not going up; you are going forward!

29As coach and facilitator in organizational transformation and development of leaders, teams and individuals for over 25 years, I wanted to meet the Pyxis team with a colleague of mine. We had a question: “Is it possible to structure and run an organization in a more organic, more flexible, more …

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Culture and collaborationFeature postLeadership (EN)Management and leadershipTeam facilitation

How leaders take responsibility for their impact

In our lives we have a lot more impact on what happens around us as well as on the people surrounding us than we care to believe.  As leaders, it is important for us to understand the impact we really have which in turn helps us manage it, acknowledge it …

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Agile CoachingAgile transformationChange managementCulture and collaborationOrganizational transition

The Necessity of an Expert Agile Guide

If you are a tourist, a specialized escort or a guide, can be useful. Especially if, like any self-respecting agilist, you are going to the mountain. But that is not the type of person I want to talk about today. Recently, I presented HEART, the essence of Agility in only …

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Change managementCulture and collaborationTeam facilitationTeams

Storming Agile Teams: Building a Path of T.R.U.S.T

Three weeks ago, I have shared with you the first section of the Storming Agile Teams workbook called “Our Role & Multi-dimensional Storming Challenge”. In today’s article, you will read about the main techniques that I use to help groups wanting to become Agile teams to build a successful path …

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AgileCulture and collaborationFeature postlogiciel enScrum

HEART, a concentrate of Agility

In a previous post, we saw that creating software product was not complicated… And therefore, we saw that methodologies inspired by heavy industries, construction and public works are not a perfect fit. But that doesn’t mean we have to remain without benchmarks. So, I’m offering you a concentrate of Agility. …

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