Agility at scale
“The agility of an organization is the ability of an organization to make agile teams thrive! In other words, to let them organize themselves.”
Agility & Values
“It's not on values that agility should be based, but on values!”
Risks
In just a few months, IT risk and cyber risk have become the number 1 risks on the list. There are of course a large number of risks within a company, including the famous financial risk. Nevertheless.
Culture
The first thing is to be able to instill a culture. After that, you can go all sorts of ways, have different types of frameworks. In fact, you must above all adapt according to the team, and the size of a project.
Business Units Effort
Agility works better. Why? Because it requires a lot more effort for business units.
Frameworks
I am not convinced by the big frameworks that come with their army of certified consultants to explain to you what to do with your life, when it's all a bit specific to the people you have in your team, to their profile and to the organization!
Engineering Culture
Those who deal with computer science at INSEE are for the most part with the same educational background as the statisticians themselves.
Swiftly
We quickly deploy something with a “move fast and break things” approach. The overall idea was to move forward and quickly have something in order to shake up and introduce RPA/automation through practice in the company.
Seeing the Potential
The key to making full use of the potential of robotic process automation (RPA) is to understand that it is not a one-size-fits-all solution. It takes planning, strategy development, and the right mindset to deliver the most value.
Support
It went well because my boss always supported me!
Failure
As soon as you tell yourself that the transformation boss and IT are in charge of projects, you've already seen the beginning of failure!
Cooking
“True” agility is a team that works well - a lot of people think they're cooking methods.
Exemplarity
There was no idea of moving to agility. We started more by setting an example by doing things that work!
Stakeholder
You end up with situations where the budget that is achieved no longer has anything to do with the reality of what people do - but management is happy because they have a budget that is presentable to the shareholder.
Roadmapping
We prioritize through the quarterly roadmap: it speaks to general management.
Waste
Before the ideal situation, we look for the minimum solution. The more quickly you deliver in products, the more you reduce the risk of idealization compared to the initial need. You end up with less waste!
User Experience Data
To succeed in addressing customer experiences/journey challenges, data exchange and data integration are ultra-strategic
Retail Transformation
There are a lot of transformations to be made in our sector, and if we want them to happen relatively smoothly for all of our teams, we have to do this incrementally and in small steps. We have to make sure that we make these small steps more and more and more quickly.
Complexity
I think that we are the most complex organization - not so much because of the size or number of workstations, but especially because of the heterogeneity of systems, employment contexts and jobs.
IT Savings
Buying repackaged equipment represents a real economic gain, in fact, reconditioned equipment costs from 25% to 75% less than new equipment. IT is a real pragmatic savings driver
Orchestration
Our platform facilitates the simple orchestration of the various subjects linked to IT services management by reconciling the goals of each of the IT x HR x tech x Finance stakeholders (all directly or indirectly involved in IT asset management.
Measuring Value
We spend a lot of time saying we're going to measure value, but we don't really know how to measure it. We always say, 'What does the user think? We're going to measure impact on sales!” - but in fact, it's super complicated to pull that off.
I inspect and adapt
What's really interesting is to succeed in implementing these pillars, which are: I inspect and I adapt, at any moment in the life of a team. At any moment in the life of a train and therefore of the organization. That's what really makes things evolve. And when we allow ourselves to do that, I think we become agile, on a business level, on a corporate level. We're no longer doing the little fiddling at team level.
Manager
When we try things, we make our system evolve. When you're a manager, you have responsibilities, you have to try things.
Agility at scale
To launch Agility at scale, we created two cross-departmental trains with 125 people...10 to 15 teams and 7 solutions per train!
Cross-functionality
You need to put in just the right amount of cross-functionality that an organization can tolerate at any given time.
Watermelon KPIs
Watermelon KPIs are green on the outside to reassure the authorities. I call them watermelon indicator because everything was red inside! This type of deviating project does cause quite significant damage.
Simple Tool
“We were looking for a simple tool - not a labyrinth”
Communication
The biggest problem is internal communication and marketing (0.5 out of 3). CIOs know it's an important subject, but they see it as the last thing they invest in, compared with infrastructure management and cybersecurity.
Building a Team
When building a team, my advice is to do what I call a prelude. That is: spending time together to create relationships to get to know each other, including with stakeholders, who are not on the team but who obviously have an influence on what the team can do.
Agile Washing
The problem with organizations that have tried or said they are moving to agility is that they have maintained at the same time their old hierarchy, their old ways of working or they have enforced big tools. We haven't really made any transitions to agility. All of this is the opposite of agility.
Alain Gaudefroy
“Il y a bien entendu un grand nombre de risques au sein d’une entreprise, dont le fameux risque financier. Néanmoins, le risque IT et le risque cyber sont devenus, en quelques mois, les risques numéro 1 de la liste.”
