presentation reinventing organizations journée agile 2016
TRANSCRIPT
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Reinven&ngOrganiza&ons
Emergencesdenouvellesstructured’organisa&ons,denouveauxmodesdeges&on.BrunoSbilleLajournéeAgile201627Mai2016
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Magique / Tribal
Traditionnel / Agraire
Scientifique / Industriel
Postmoderne /Information
…
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Gangs Mafias Mercenaires
ORGANISATIONS DE TYPE ROUGE
Magique / Tribal
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Division des tâches
PROGRÈS:
1
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Eglise catholique Armée Agences du gouvernement Ecoles publiques
ORGANISATIONS DE TYPE AMBRE
Traditionnel / Agraire
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Hiérarchie formelle
PROGRÈS
1
Processes réplicables 2
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Multinationales Wall street
ORGANISATIONS ORANGE
Scientifique / Industriel
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Innovation
PROGRÈS:
1
Responsabilité 2
Méritocracie 3
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Starbucks Southwest Airlines Zappos.com Ben&Jerry’s
ORGANISATIONS DE TYPE VERTE
Postmoderne /Information
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PROGRÈS:
Values-driven culture 1
Empowerment 2
Stakeholder model 3
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Et ensuite ?
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Human support Heiligenfeld FAVI Sounds True
AES ESBZ Buurtzorg
Morning Star BSO/Origin Sun Hydraulics
RHD
Patagonia
Holacracy
Psychiatric hospitals
Automotive supplier
Retail Electricity generation
School Health care
Food processing IT Services Hydraulic valves
Media
E-commerce
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Heiligenfeld FAVI Sounds True
AES ESBZ Buurtzorg
Morning Star BSO/Origin Sun Hydraulics
HRD
Patagonia
Holacracy
Psychiatric hospitals
Automotive supplier
Retail Electricity generation
School Health care
Food processing
IT Services Hydraulic valves
Human support Media
E-commerce
BUURTZORG
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Systèmesdesinfirmièresàdomicile(Pays-Bas)
• Historiquement,uneparvillage(depuis1800)• Suiteàl’arrivéedelasécuritésocialeen1980:Etathollandaisréorganise(logiqueorange)– Indépendantes->affilia&onorganisa&ons– Téléphone->CallCenter– Spécialisa&ondesinfirmières
• Intake1errdv• Tâchestechniquescomplexespourlesinfirmièreslespluschères
• Tâchesplusfaciles(bandages,…)pourlesinfirmièreslesmoinschères
– Etablirdestempsnormes,etdoncplanning
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Heiligenfeld FAVI Sounds True
AES ESBZ Buurtzorg
Morning Star BSO/Origin Sun Hydraulics
HRD
Patagonia
Holacracy
Psychiatric hospitals
Automotive supplier
Retail Electricity generation
School Health care
Food processing
IT Services Hydraulic valves
Human support Media
E-commerce
BUURTZORG
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Buurtzorg• Lesclientsdétestentlesystèmeactuel(jamaislamêmeinfirmière,etpasletemps)• Lesinfirmièresdétestentégalement(jesuisdevenuunrobotavecunplanning)• JosdeBlok• 10pers• Unclientnevoitqu’unepersonneoudeuxmax.• Onfaittout(pasdeboss)• Visiondumé&er:rendrelepa&entleplusautonomepossibleafindemenerunevielaplusriche
possible.• Onboituncafé,comprendrecequepeutounepasfairelapersonne.(enfants,voisins,…)• Ac&on:coiffeur• Médicalementetfinancièrement:performancesexcep&onnelles
– 7000pers(250/mois)– 70%partdemarché– N’u&liseque40%desheuresprescritesparlesmédecins(benéficesdeplusieurscentainesdemilionsEUR
pourétathollandais)– Evitent1/3desadmissionsenurgence
• 7000pers->QG:20pers
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1. 2. 3.
1.
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1. 2. 3.
Auto-Organisation (Self-management)
1.
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Auto-organisé
• Sanshiérarchie• Structuresoui,bossnon• Sipasdeboss:foireouconsensusmou?Nonvoirsystèmescomplexes
• Exemples:économiemondiale,forêt,traficrou&er
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LOW COMPLEXITY
HIGH COMPLEXITY
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HIGH COMPLEXITY
LOW COMPLEXITY
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HIGH COMPLEXITY
LOW COMPLEXITY
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HIGH COMPLEXITY
LOW COMPLEXITY
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HIGH COMPLEXITY
LOW COMPLEXITY
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Cynefinmodel
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1. Auto-Organisation (Self-management)
Structure organisationnelle
Prise de décision
Circulation de l’information
Fonctions support
Réunions
Gestion de projets
Investissements
Titre et descriptions de fonctions
Gestion de la performance
Salaires et incitations
Licenciements
Gestion de crise
Gestion de conflits
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Prise de décision hiérarchique
Consensus ADVICE PROCESS
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2. 2.
1. Auto-Organisation
Plénitude
3.
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1. Self-management
2. PlénitudePart
profonde Ego
3.
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Deeper part Ego
2. Plénitude
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Féminin
Masculin
2. Plénitude
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Rationel
Emotionnel Intuitif
Spirituel
2. Plénitude
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2. Plénitude
Espaces de confiance
Espaces de réflexions
Storytelling
Réunions
Engagement et horaires
Lieux de travail
Recrutement
Intégration
Feedback & Évaluations
Titres et descriptions de fonctions
Résolution de conflits
Licenciements
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3.
2.
3.
1. Auto-organisation
Raison d’être évolutionnaire
Plénitude
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3. Raison d’être évolutionnaire
2.
1. Self-management
Wholeness
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3. Raison d’être évolutionnaire
Stratégie
Planification & Budgets
Objectifs
Concurrence
Gestion du changement
Marketing & Innovation
Recrutement
Intégration
Gestion de la performance
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BUURTZORG +
BOARDING HOUSE
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1. Auto-Organisation
2. Plénitude
3. Raison d’être évolutionnaire
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Aemporter…
• Denouveauxtypesd’organisa&onsontentraind’émerger
• Danscesorganisa&ons,troiscaractéris&quesprincipales:– Auto-organisa&on(self-management)– Plénitudedesonhumanité(wholeness)– Raisond’êtreprofonde(Evolu&onarypurpose)
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• Lirelelivre«reinven&ngorganiza&ons»1. Lesorganisa&ons2. Lesou&ls3. Lescondi&onspourlemeqreenplace
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hqp://brunosbille.com/coachdevie/?p=942
• Lirelelivre«l’entrepriselibérée»
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• Surfezsurwww.reinven&ngorganiza&ons.com
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Merci !