Grow while remaining agile!
The growth process drives companies to professionalize their practices and hone their expertise, but also often leads to more rigidity and dispersion. How can you counter these drifts to preserve the ability to anticipate and adapt?
Successfully transitioning to the self-managed enterprise
While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?
The holacratic company: beyond the utopia
The concept of the holacratic company attempts to give employees a maximum of autonomy by eliminating the constraints which hobble initiative. What underlies the success of organizations which have adopted this management approach?
Break down organizational silos
“Siloed” organizations, which used to be highly effective, prove less relevant in today’s complex environments. How can we avoid the downside of an organizational model in which we had previously found so many qualities?
Take responsibility for change
To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?
Cultivate your strategic agility
When it comes to developing agility, the first challenge is about information. Among all signals of change coming from diverse horizons, how can we spot those that require our vigilance?
Take inspiration from agile project management methods
Well-suited to complex environments, so-called “agile” project management methods are increasingly popular. What are the conditions required to reap the full benefits of the agile approach?
Develop your resiliency
In companies focused on agility, leaders are torn between expectations for clear-cut decisions and the necessity to adapt to changing conditions. In this context, how can they move forward without burning out?
Change management: The new deal
Nowadays, change no longer consists in moving organizations from a stable starting point to a stable target point. How can we revisit change management best practices to take into account this reality?
Integrate the human factor to improve project management
The reason why so many projects fail lies less in disciplined project management than in the irrational dimension that influences day-to-day action. How can we integrate this human factor?
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