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Appreciating Systems for Genuine Efficiency
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Reblog: #Holacracy : et l’humain dans tout ça ? | IN EXCELSIS via @RomainBisseret

Voici un excellent article sur l’Holacracy vue de l’intérieur. À lire en ce début d’année !

La plupart des commentaires à charge contre l’holacratie mentionne un caractère “non humain”. Or, les rapports humains n’ont rien à voir avec la façon de travailler ensemble. Voyons pourquoi.

Source: Holacratie : et l’humain dans tout ça ? | IN EXCELSIS

#AI has surpassed us already and made us its slaves.

I was thinking about the recent news of renowned scientists and experts warning us against Artificial Intelligence that could surpass us. Unfortunately, I think this happened already without us knowing it, and, what most, it has made us its slaves (or we’ve inadvertently submitted ourselves to it).

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Reblog: So You Think You Have a Strategy… — FLOX Teams — Medium

February 3rd, 2016 Posted in Uncategorized Tags: ,

Excellent article. Now that’s a clear challenge to answer all those initial questions. I’m off. Gotta work to do 😉

You may have a Powerpoint file entitled “Strategy”, but are you sure it’s really a strategy? Before rolling it out, make…

Source: So You Think You Have a Strategy… — FLOX Teams — Medium

Reblog: que pensent les managers de leurs employés ?

November 26th, 2015 Posted in Uncategorized Tags: , , ,

Article intéressant qui fait justement écho à mon coup de gueule du jour.

Par contre, dans l’article, je ne vois pas les patrons s’interroger sur la distance qu’ils ressentent entre leurs collaborateurs et eux. Une majorité de collaborateurs semblent les fuir… et ils n’ont pas la puce à l’oreille ?

C’est moi ou y’a un peu plus d’eau à mon moulin ?

 

#Lean #A3: why do we want it to be as graphical as possible?

March 27th, 2015 Posted in Uncategorized

In case you don’t know What it is, go check here or here (Managing to Learn web site on lean.org).

Basically, when I teach A3 thinking to people, I tell them that it’s not about the page format nor is it about a convenient way to display all about an issue on one sheet of paper (though, this is very convenient for sure). The important part about the A3 is hidden when you present it: it’s all the hard work that happened before presentation, when creating it.

In Lean, there’s a term for that, it’s called nemawashi which is about patiently building consensus of all stakeholders around some issue:

  • reaching agreement about the problem (and that it’s an important problem to solve now)
  • reaching agreement about the root causes
  • reaching agreement about possible solutions (more than one as the first one that comes to mind rarely is the most efficient)
  • reaching agreement about timing for implementation of experimentation
  • reaching agreement about measuring results
  • and finally reaching agreement about standardising lessons learned

So, what about all the fuss regarding making the A3 as visual as possible? Because it’s the most efficient way of having people quantify elements of the A3.

Without enforcing graphs or picturization of issue, people will spurt lost and lost of text on their A3, most of which will rely heavily on adjectives like “this is an important issue”, “process X have too much problems”, “we need to produce more parts per people”, etc.

Put a graphic and show the problem, damn it! A problem, in Lean, is a gap between reality and a target! So:

  • devise a way to represent the problem (select the kind of graphic that will show the problem, even at a distance, without lengthy explanations)
  • measure reality (I mean, quantify it with numbers so you can plot it on your graphic)
  • show the target. For this, you have two possibilities: either the customer specifications (quality or delays) or company’s goals (costs, safety)
  • it the target’s too far, you might want to first give you a smaller (though a bit stretchy), more attainable goal

What’s important is that the goal or target is NOT arbitrary. It should be based on measures as well. If you aim for 30% defect reduction for instance, it means that you somehow measured the defects, made a Pareto chart, identified what you imagine will be able to tackle in a specific time frame, and chose the corresponding defect sources as improvement goals.

 

 

The Fallacy of the ‘Digital Native’: Why Young People Need to Develop their Digital Skills via @ECDLFoundation

January 21st, 2015 Posted in Uncategorized Tags: , , , , ,

Very interesting and short article here (PDF).

Young people are not as digital native as we thought them to be. 

This is frightening because its seems that although they can use technology to some extent, they don’t make the most of it and fall short of being able to fully understand, yet repair it.

We (the generations before) probably too quickly assumed they would catch up, when in fact they didn’t. We’re more and more digging a pit between them and us. We forgot to educate them or, our education didn’t caught up with our own technology.

What are possible paths forward? I can see some:

  • have education catch up with current advances of the technology: MOOCs are a way to do that, but how many people really use them and succeed at them? How can we know better?
  • slow down innovation: as dumb as this idea may appear at first, I think this is what might happen naturally when the current developpers and startuppers will retire. But will we be able to catch up on education? Or will the next generations be too busy surviving in a devastated Earth because we didn’t took care of it in time, mostly because we were too busy playing with our very technology?
  • make a forward UX leap (User eXperience) and make technology far more accessible and usable than it is now. From a Lean UX perspective, if you need to educate someone to a technology, what does it says about that usability?

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