{"id":9125,"date":"2020-02-26T15:51:29","date_gmt":"2020-02-26T14:51:29","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=9125"},"modified":"2021-09-28T17:52:58","modified_gmt":"2021-09-28T15:52:58","slug":"its-all-in-the-blend","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/its-all-in-the-blend\/","title":{"rendered":"It\u2019s all in the blend"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-2c773f53346643ebc35ede298580a685\">\n.avia-image-container.av-k61yn6kg-2c773f53346643ebc35ede298580a685 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-2c773f53346643ebc35ede298580a685 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-2c773f53346643ebc35ede298580a685 av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-7407 avia-img-lazy-loading-not-7407 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2019\/05\/AvS-Advisors_TTA-2019-01_2_150x150.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2019\/05\/AvS-Advisors_TTA-2019-01_2_150x150.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2019\/05\/AvS-Advisors_TTA-2019-01_2_150x150-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2019\/05\/AvS-Advisors_TTA-2019-01_2_150x150-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2019\/05\/AvS-Advisors_TTA-2019-01_2_150x150-120x120.jpg 120w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-8983b04b670583c230b928b2525f072b\">\n#top .av-special-heading.av-av_heading-8983b04b670583c230b928b2525f072b{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-8983b04b670583c230b928b2525f072b .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-8983b04b670583c230b928b2525f072b .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-8983b04b670583c230b928b2525f072b av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >It\u2019s all in the blend<\/h1><div class='av-subheading av-subheading_below'><p>Why \u201cAgile\u201d isn\u2019t always good and \u201cHierarchy\u201c isn\u2019t always bad<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-320c177c6238c032dc5d223643bbbd81\">\n#top .av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-320c177c6238c032dc5d223643bbbd81 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-320c177c6238c032dc5d223643bbbd81 av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Felix B. Waldeier<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>\u201cAgile\u201d or an agile transformation can lead to great success but also to failure and chaos, as various practical examples in the previous article (\u201c<em>Agile: When the Squad is in charge<\/em>\u201d) by Christian B\u00fchring-Uhle show. It will therefore come as little surprise that \u201cAgile\u201d is not a panacea. At the same time, we are convinced that no one can afford to ignore the new ideas and approaches. Why it that so?<\/p>\n<p>We believe there is no way around agile management methods for certain tasks. It all depends on the significance and adequate handling of mistakes. There are tasks where creativity and innovation are key, especially in discovering new solutions. Here, mistakes are an important source of knowledge and one simply cannot make progress if one does not try anything new, risks mistakes and learns systematically from faults and setbacks. In these situations, the iterative \u201ctrial and error\u201d approach of agile techniques is not only helpful, but indispensable.<\/p>\n<p>However, there are also contexts where the primary goal must be to avoid errors, e.g. flight control systems, nuclear reactor safety, technical surveillance authorities. And in every organisation, there are functional areas where errors are harmful, period. In functions such as accounting, occupational safety, product safety or compliance, management must strive to eliminate or at least minimise errors. This distinction is relevant even for IT because innovative software development has to follow other laws than the operation of an IT infrastructure where service levels are measured and have to be complied with. The latter type of task, which is about avoiding \/ minimising errors, requires a high degree of monitoring and \u201clinear\u201d management structures \u2013 and is therefore simply not suitable for \u201ctrial and error\u201d (which does not mean that one should not learn from errors once they occur).<\/p>\n<p>We therefore believe that in the vast majority of organisations, agile and traditional management processes and structures will have to coexist. Agile, however, is becoming increasingly important given the ever-increasing pace of change faced by virtually all companies. This means that practically no company can afford not to learn agile techniques. Those who do not drive change themselves will be overtaken by it.<\/p>\n<p>The challenge therefore is to reconcile two management methods \u2013 and cultures. Few companies are \u201cagile natives\u201d like Spotify \u2013 or as manageable and shaped by the spirit of unconventional founders such as Freitag (see also our previous article). In most cases, this means establishing a new modus operandi. Since the majority of companies are still organised in hierarchies, a change to Agile will not work by simply imposing new ways of working on an existing organisation. Rather, there are three points to consider:<\/p>\n<ol>\n<li>Agile must be \u201clived\u201d. It can only work if top management takes up the cause of Agile and visibly promotes this change.<\/li>\n<li>Employees must be involved. Only if they are convinced of the advantages to be derived from flexibility and customer orientation, and only if they are left to choose their own agile working methods, will they fully support the new ways and \u201clive\u201d Agile.<\/li>\n<li>It takes time\u2026 also because Agile transforms the corporate culture \u2013 in many cases radically. To avoid frustration, it is important to highlight the benefits of agile work and to take into account how it affects cooperation, values, principles and moods.<\/li>\n<\/ol>\n<p>Top management must therefore consider: In which context is it adequate and necessary to be and work in an agile way? And where do you deliberately not want to be agile? This distinction and the ability to act both in a conventional and in an agile fashion must be exemplified by top management. The leadership has to show the way and expand its repertoire with agile techniques. This is undoubtedly a challenge for two reasons: First, rarely will it be agile working methods that propelled these people into top management positions. And second, after 20 years of \u201chierarchy\u201d, many senior executives and Board members won\u2019t have the courage to switch to a model in which they have less control, in which power and influence dwindle, in which they have to give their colleagues and employees more responsibility and freedom \u2013 and where, in return, they themselves are under increased scrutiny from below. But if Agile is to work, business leaders must be prepared to leave the beaten track, \u201cunlearn\u201d established habits, be open to feedback, develop a higher degree of trust and accept that not everything is predictable\/plannable. Similarly, collaboration with colleagues and employees must be strengthened, decision-making powers must be delegated, and personal concerns (or those of a department) must become secondary to the wellbeing and objectives of the organisation as a whole. Agile will only prevail if the entire organisation can clearly see that top management is leading the way, with concrete actions. As a result, disciplined, self-reliant work becomes more important \u2013 and has to be continuously learned and strengthened at all levels of the organisation. In addition, there is a need for increased clarity in structures and processes, as well as for improved coordination.<\/p>\n<p>There are pitfalls on the path to agile transformation \u2013 and discipline can become a particular stumbling block. If monitoring is reduced and you have to organise yourself, give yourself feedback, etc., you need more discipline. It also requires a higher level of motivation and initiative. There are, of course, people who are good at taking orders and working step-by-step, always in need of someone who sets the pace, assigns tasks and controls. Where this kind of attitude prevails, agile work becomes difficult, if not impossible. Agile transformation initiatives therefore have to pay attention to the concrete context, not only with regard to different sub-cultures associated with corporate functions, but also to geography: agile, self-determined working methods will be easier to adopt in a society that highly values individuality and personal freedom than in traditionally collective and hierarchically structured societies.<\/p>\n<p>So, what about top management? When employees organise themselves in teams and work more independently and autonomously do you even need a \u201cC-level\u201d? We believe, yes \u2013 not just because of the cases where the abolition of senior management has led to major complications. But as shown above, even in a \u201cdigital future\u201d practically every company will continue to need some hierarchical functions that are characterised by top-down control. And there is also the issue of overall responsibility: the \u201cbuck\u201d has to stop somewhere. Someone (an individual or a small team of individuals) has to answer to the owners and other stakeholders (including employees, business partners, society as a whole) of a company. This ultimate responsibility cannot be dissolved \u2013 or transferred to a collective of team leaders. Also, taking an overall perspective and exercising overall responsibility is typically a \u201cfull-time job\u201d \u2013 at least in organisations that aren\u2019t very small-scale. And even a top management team, the C-level of a company, needs to be managed and led in some way: every executive team member may have his or her own area of responsibility but even when there is a commitment to modern leadership techniques, teamwork and \u201cservant leadership\u201d (see following interview with Pascal Houdayer), we believe that in the end someone has to take responsibility for the team and the organisation as a whole.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-2b2518bbb892b7bd85e6eb4ca6a91bf5\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-2b2518bbb892b7bd85e6eb4ca6a91bf5{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2019_01_Blend_EN.pdf' class='avia-button av-av_buttonrow_item-2b2518bbb892b7bd85e6eb4ca6a91bf5 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":7405,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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