Cabinet de conseil, filiale de McKinsey & Company, notre vocation est de mener à bien des programmes de transformation à forts enjeux. Parce que les transformations sont à la fois plus technologiques et plus humaines, notre approche est respectueuse des équipes, audacieuse et fondée sur la confiance.
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Cabinet de conseil créé par McKinsey & Company, notre vocation est de mener à bien des programmes de transformation à forts enjeux.
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2011année de créationEn savoir plus -
+30%de croissance annuelle moyenne depuis 2012En savoir plus -
+400projets réalisésEn savoir plus -
30pays visités au cours de nos projets sur 5 continentsEn savoir plus -
32ans de moyenne d’âgeEn savoir plus -
40%de consultantEsEn savoir plus
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Lire la suiteAgileNov. 25, 2020People - Pitfall #1: Losing faith in the team
In your opinion, what is the most important asset in your organization? Intellectual property? Your physical plant? Data? None of that… Your biggest asset is People!
32% of respondents recognized that to have a working Agile project, it is essential to have sponsorship from top/middle management and to define team members’ roles and responsibilities clearly. But the first issue to tackle would probably be the lack of trust within the team. -
Lire la suiteAgileNov. 25, 2020People - Pitfall #2: Confusing agility and disorganization
The clear definition of roles and responsibilities is a key step in the implementation of any organization. In Agile, roles and responsibilities may differ from existing ones. But it means more than just rebranding existing roles in your team. Your coworkers must acknowledge that there is also a shift in responsibilities. Thus, when transitioning from a traditional to an Agile way of working, to engage your teams in this transformation and ensure everyone’s accountability, you must clearly define and adapt the new roles and responsibilities matrix to your project.