Version 1
: Received: 29 October 2020 / Approved: 3 November 2020 / Online: 3 November 2020 (14:29:56 CET)
Version 2
: Received: 10 November 2020 / Approved: 12 November 2020 / Online: 12 November 2020 (08:33:58 CET)
How to cite:
Taesch, L.; Rochefolle, C.; Touirat, M.; Mortreux, D.; Boulinguez, S.; Polombo, D.; Manoukian, P. Agile Transformation as an Adaptive System. Preprints2020, 2020110160. https://doi.org/10.20944/preprints202011.0160.v1
Taesch, L.; Rochefolle, C.; Touirat, M.; Mortreux, D.; Boulinguez, S.; Polombo, D.; Manoukian, P. Agile Transformation as an Adaptive System. Preprints 2020, 2020110160. https://doi.org/10.20944/preprints202011.0160.v1
Taesch, L.; Rochefolle, C.; Touirat, M.; Mortreux, D.; Boulinguez, S.; Polombo, D.; Manoukian, P. Agile Transformation as an Adaptive System. Preprints2020, 2020110160. https://doi.org/10.20944/preprints202011.0160.v1
APA Style
Taesch, L., Rochefolle, C., Touirat, M., Mortreux, D., Boulinguez, S., Polombo, D., & Manoukian, P. (2020). Agile Transformation as an Adaptive System. Preprints. https://doi.org/10.20944/preprints202011.0160.v1
Chicago/Turabian Style
Taesch, L., Daniel Polombo and Patrick Manoukian. 2020 "Agile Transformation as an Adaptive System" Preprints. https://doi.org/10.20944/preprints202011.0160.v1
Abstract
Most mature companies have started some kind of “transformation”, either digital, or agile transformations, to cope with changes in the environment, yet most fail, ending up delivering nothing or just one more reorganization. We postulate that considering the Organization as a self-aware Complex Adaptative System (CAS) is paramount, as the common conception (Industrial: mechanistic and predictive) results in bringing the systems in a frozen or defensive mode. Stimulating the system enables us to use its adaptative power to develop new capabilities, and all layers should be tackled simultaneously, to prevent the system from collapsing back into its original state. To ensure this, it is necessary to create a seed per level, and a mechanism to propagate the transformation, with a focus on development instead of growth, that is qualitative change rather than quantitative. A common vocabulary should also be provided, so conversations can occur at every level. Finally, changing mindsets is key, and both concepts and techniques should be provided as enablers to the adequate mindset level. We detail one such transformation that resulted in distributed leadership and more intrinsic motivation, providing both an account of the transformation itself and a model to read it.
Business, Economics and Management, Accounting and Taxation
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
