Fondation Rennes 1. Atelier de l innovation. Fondation Rennes 1. Fondation Rennes 1 MANAGEMENT AGILE. Fondation Rennes 1 ET INNOVATION

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1 Atelier de l innovation MANAGEMENT AGILE ET INNOVATION Chaire Economie de l innovation - Mourad Zeroukhi Centre de Recherche en иconomie et Management UniversitИ de Rennes 1 Chaire Economie de l innovation -

2 Le changement est la seule constante -- HИraclite Chaire Economie de l innovation - 2

3 AgilitИ? Chaire Economie de l innovation - 3

4 Qu est-ce que l agilitи en entreprise? The capacity to change the organization and business rules by which we operate can make us more effective and efficient when dealing with different types of missions. This capacity also makes it more likely that we can be responsive, flexible and innovative because it frees us from roles, doctrines and practices that were designed and developed for old missions. Alberts and Hayes (2003 Chaire Economie de l innovation - 4

5 Management agile de l innovation? Dans un environnement turbulent, c est la capacitи d une entreprise changer de direction et de position afin d optimiser son activitи d'innovation Chaire Economie de l innovation - 5

6 Pourquoi le management agile dans mon entreprise? Chaire Economie de l innovation - 6

7 Les avantages du management agile? Chaire Economie de l innovation - 7

8 De quoi ai-je besoin pour mettre en place le management agile dans mon entreprise? Des principes de l agilitи Polyvalence FlexibilitИ AdaptabilitИ RИac?vitИ Chaire Economie de l innovation - AgilitИ RИsilience CapacitИ innover 8

9 De quoi ai-je besoin pour mettre en place le management agile dans mon entreprise? Des mиthodes agiles (production) Scrum Lean Kanban XP Chaire Economie de l innovation - 9

10 De quoi ai-je besoin pour mettre en place le management agile dans mon entreprise? Des mиthodes agiles (innovation) Design thinking/ idea?on Minimum Viable Product Lean LEAN Canvas Chaire Economie de l innovation - 10

11 3 choses pour commencer Une Иquipe plurifonctionnelle et hиtиroclite Ques?onner, iden?fier le problme Explorateurs Ar?stes & marginaux Imaginer et proposer des idиes de rupture Qualifier les idиes Juges Guerriers Porter les idиes Chaire Economie de l innovation - 11

12 3 choses pour commencer Synchronisation du travail des Иquipes Chaire Economie de l innovation - 12

13 3 choses pour commencer Daily stand-up meeting Chaire Economie de l innovation - 13

14 Management agile chez Google Chaire Economie de l innovation - 14

15 Management agile chez Google : 6 principes Organisa?on ouverte: Open innova?on CapacitИ dynamique Approche centrиe sur le capital humain Approche proac?ve du changement Approche systиmique et inclusive Chaire Economie de l innovation - Organisa?on ambidextre: Exploita?on + explora?on 15

16 Management agile chez Google : 6 principes CapacitИ dynamique : Ce principe mesure la capacitи de Google intиgrer, dиvelopper et configurer ses compиtences internes et externes afin de rиpondre l'иvolution rapide de environnement. Quelle sera la prochaine zone d importance pour Google? Anticipation permanente des changements externes VolontИ des dirigeants explorer de nouveaux marchиs et relever les dиfis posиs par la concurrence Chaire Economie de l innovation - 16

17 Management agile chez Google : 6 principes Organisation ambidextre : Ce principe vis combiner deux formes diffиrentes de la logique organisationnelle : n L exploitation Planification et contrтle n L exploration LibertИ, flexibilitи et expиrimentation 70% Projet principal 10% Non rela3f au projet principal Chaire Economie de l innovation - Rgle 70/20/10 20% Rela3f au projet principal 17

18 Les freins l application du management agile Inertie structurelle des organisations : routines standardisиes, rente de situation, syndrome du statu quo, deadlock Cot de la confusion Paresse intellectuelle Faible tolиrance au risque et l Иchec Sentiment de perdre la face et le contrтle Chaire Economie de l innovation - 18

19 Questions? Tl : Site Internet : https://fondation.univ-rennes1.fr Twitter Chaire Economie de l innovation - 19

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