{"id":1608,"date":"2021-12-15T17:41:26","date_gmt":"2021-12-15T16:41:26","guid":{"rendered":"https:\/\/azara.ma\/?p=1608"},"modified":"2021-12-15T22:13:52","modified_gmt":"2021-12-15T21:13:52","slug":"agilite-a-lheure-du-covid-19-faire-evoluer-le-modele-operationnel-a-lere-des-turbulences","status":"publish","type":"post","link":"https:\/\/azara.ma\/en\/agilite-a-lheure-du-covid-19-faire-evoluer-le-modele-operationnel-a-lere-des-turbulences\/","title":{"rendered":"Agilit\u00e9 \u00e0 l&rsquo;heure du COVID-19 : Faire \u00e9voluer le mod\u00e8le op\u00e9rationnel \u00e0 l&rsquo;\u00e8re des turbulences"},"content":{"rendered":"<p><strong>Les organisations sont-elles en mesure de conduire leurs transformations avec des employ\u00e9s qui travaillent \u00e0 distance ?<\/strong><\/p>\n\n\n\n<p>Avant le COVID-19, la pression impos\u00e9e par les \u00e9volutions du march\u00e9 et les avanc\u00e9es technologiques poussait les organisations \u00e0 g\u00e9rer le changement et \u00e0 prendre les d\u00e9cisions rapidement. La pand\u00e9mie du COVID-19 a consid\u00e9rablement intensifi\u00e9 cette pression. Les entreprises de toutes tailles sont contraintes d&rsquo;adapter leurs Business Mod\u00e8les \u00e0 des exigences \u00e9volutives. Cette tendance n\u2019est pas \u00e9ph\u00e9m\u00e8re : la digitalisation, l\u2019automatisation, l&rsquo;intelligence artificielle et autres facteurs de changement ne vont que s\u2019accentuer.<\/p>\n\n\n\n<p>En r\u00e9ponse \u00e0 cette pression, les grandes structures adoptent l&rsquo;agilit\u00e9 \u00e0 l&rsquo;\u00e9chelle afin de survivre et prosp\u00e9rer dans ce monde volatil, incertain, complexe et ambigu. L&rsquo;agilit\u00e9 \u00e0 l&rsquo;\u00e9chelle r\u00e9organise l\u2019entreprise en un ensemble d&rsquo;\u00e9quipes hautement performantes, chacune avec les profils et les comp\u00e9tences requis et un objectif clair \u00e0 atteindre. Au d\u00e9but de l&rsquo;agilit\u00e9, ces \u00e9quipes, souvent appel\u00e9es squads, associant d\u00e9veloppeurs, testeurs, data analystes, experts du parcours client et concepteurs d&rsquo;interfaces utilisateur, intervenaient exclusivement dans le p\u00e9rim\u00e8tre restreint de la Digital Factory de l\u2019entreprise. Des mod\u00e8les similaires ont \u00e9merg\u00e9 depuis dans d&rsquo;autres secteurs d&rsquo;activit\u00e9s et domaines technologiques. Des squads sont constitu\u00e9s dans la grande distribution autour de cat\u00e9gories de produits sp\u00e9cifiques (par exemple, des aliments frais) pour augmenter le volume et la marge. Les op\u00e9rateurs t\u00e9l\u00e9communications mettent en place des squads pour simplifier les offres de service. De m\u00eame, les soci\u00e9t\u00e9s mini\u00e8res travaillent sur l\u2019am\u00e9lioration de la s\u00e9curit\u00e9 et de l\u2019efficacit\u00e9 en responsabilisant des squads constitu\u00e9s des diff\u00e9rentes directions Op\u00e9rations, Maintenance et Ing\u00e9nierie. Les entreprises de tous secteurs recherchent \u00e0 optimiser leurs performances en s\u2019appuyant sur des squads constitu\u00e9s de membres appartenant \u00e0 des fonctions cloisonn\u00e9es.<\/p>\n\n\n\n<p>Pour r\u00e9ussir une d\u00e9marche d\u2019agilit\u00e9 \u00e0 l&rsquo;\u00e9chelle, les squads doivent tous converger vers la m\u00eame direction. Cette coh\u00e9sion se construit en partageant la m\u00eame culture, la m\u00eame vision et les m\u00eames priorit\u00e9s. Lorsque des entreprises comptent des centaines de squads, il devient important de partager avec eux les orientations \u00e0 travers d&rsquo;\u00e9v\u00e9nements r\u00e9guliers tel que les revues d\u2019activit\u00e9s trimestriels (Quarterly Business Review). Cette r\u00e9ussite repose aussi sur la capacit\u00e9 des managers \u00e0 d\u00e9velopper de nouveaux \u00e9tats d&rsquo;esprit, d&rsquo;adopter la d\u00e9marche et de faire adh\u00e9rer leurs \u00e9quipes.<\/p>\n\n\n\n<p><strong>\u00c9valuation de l&rsquo;efficacit\u00e9 de la d\u00e9marche<\/strong><br>Une \u00e9tude a \u00e9t\u00e9 r\u00e9alis\u00e9e par le cabinet <a href=\"https:\/\/www.mckinsey.com\/business-functions\/people-and-organizational-performance\/our-insights\/an-operating-model-for-the-next-normal-lessons-from-agile-organizations-in-the-crisis\">McKinsey and Compagny<\/a> sur un \u00e9chantillon de 25 entreprises dans 7 secteurs diff\u00e9rents qui ont adopt\u00e9 ou adoptent actuellement une transformation agile. Selon leurs auto-\u00e9valuations, toutes les Business Units agiles ont mieux r\u00e9agi que celles non agiles aux chocs caus\u00e9s par la pand\u00e9mie de COVID-19 sur le plan de la satisfaction client, l&rsquo;engagement des employ\u00e9s ou la performance op\u00e9rationnelle (Graph1).<\/p>\n\n\n\n<figure class=\"wp-block-gallery columns-1 is-cropped wp-block-gallery-1 is-layout-flex wp-block-gallery-is-layout-flex\"><ul class=\"blocks-gallery-grid\"><li class=\"blocks-gallery-item\"><figure><img decoding=\"async\" loading=\"lazy\" width=\"490\" height=\"487\" src=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/Agile1.png\" alt=\"\" data-id=\"1609\" data-full-url=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/Agile1.png\" data-link=\"https:\/\/azara.ma\/?attachment_id=1609\" class=\"wp-image-1609\" srcset=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/Agile1.png 490w, https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/Agile1-480x477.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 490px, 100vw\" \/><\/figure><\/li><\/ul><\/figure>\n\n\n\n<p><strong>Graph1 : Auto-\u00e9valuation des performances des Business Units Agiles par rapport \u00e0 celles non agiles (25 entreprises)<\/strong><\/p>\n\n\n\n<p>Selon la m\u00eame \u00e9tude, il ressort que les \u00e9quipes agiles ont poursuivi leur travail de mani\u00e8re presque transparente apr\u00e8s le choc, sans recul substantiel de la productivit\u00e9. En revanche, de nombreuses \u00e9quipes non agiles ont eu du mal \u00e0 effectuer la transition, \u00e0 red\u00e9finir les priorit\u00e9s de leur travail et \u00e0 \u00eatre productives dans la nouvelle configuration \u00e0 distance. L&rsquo;alignement entre les backlogs des \u00e9quipes agiles et leurs priorit\u00e9s commerciales leur a permis de se r\u00e9inventer rapidement.<\/p>\n\n\n\n<p><strong>Les \u00e9l\u00e9ments d&rsquo;une r\u00e9ponse r\u00e9ussie<\/strong><br>La plupart des organisations, agiles ou non, ont connu un rythme de prise de d\u00e9cision plus rapide \u00e0 mesure que les r\u00e9alit\u00e9s de la pand\u00e9mie de COVID-19 \u00e9voluaient. Sous l&rsquo;immense pression de mettre en place tr\u00e8s rapidement une infrastructure d&rsquo;exploitation pour permettre \u00e0 des centaines voir des milliers d&#8217;employ\u00e9s de travailler \u00e0 distance, de nombreuses organisations ont abandonn\u00e9 leurs proc\u00e9dures et la bureaucratie traditionnelles pour se focaliser sur des r\u00e9sultats plus rapides. Les priorit\u00e9s sont devenues claires et l\u2019effort a \u00e9t\u00e9 concentr\u00e9 sur ce qui devait \u00eatre fait \u00e0 tr\u00e8s court terme, car de nombreuses organisations sont pass\u00e9es en mode survie.<\/p>\n\n\n\n<p><strong>Les outils de travail en \u00e9quipe<\/strong><br>Les outils de travail en \u00e9quipe ont permis aux \u00e9quipes de rester regroup\u00e9 et concentr\u00e9 sur leurs sujets pour que le travail se d\u00e9roule dans les d\u00e9lais. M\u00eame les organisations et unit\u00e9s non agiles ont fait appel \u00e0 de telles pratiques en r\u00e9action \u00e0 la crise. Ils comprenaient un ensemble de c\u00e9r\u00e9monies qui permettaient aux \u00e9quipes de maintenir leur rythme, m\u00eame si les priorit\u00e9s changeaient rapidement et que les membres de l&rsquo;\u00e9quipe n&rsquo;\u00e9taient plus colocalis\u00e9s. Ces c\u00e9r\u00e9monies ont donn\u00e9 aux \u00e9quipes des instances pour une prise de d\u00e9cision efficace et rapide au fur et \u00e0 mesure que les priorit\u00e9s \u00e9voluaient. Certaines entreprises ont augment\u00e9 la fr\u00e9quence des c\u00e9r\u00e9monies, en doublant la cadence des sessions de contr\u00f4le d&rsquo;\u00e9tat d\u2019avancement des t\u00e2ches, par exemple, ou en r\u00e9duisant de moiti\u00e9 la dur\u00e9e de leurs sprints pour mieux faire face \u00e0 l&rsquo;\u00e9volution des priorit\u00e9s. Cela a assur\u00e9 une meilleure communication au sein de l&rsquo;\u00e9quipe et a permis des interactions sociales r\u00e9guli\u00e8res. Les outils de collaboration \u00e0 distance ont ensuite permis aux \u00e9quipes de continuer \u00e0 travailler ensemble et de suivre leurs progr\u00e8s en toute transparence, m\u00eame en travaillant \u00e0 distance.<\/p>\n\n\n\n<p><strong>A quoi ressemble une journ\u00e9e type de travail \u00e0 distance ?<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" loading=\"lazy\" width=\"1024\" height=\"437\" src=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/image-1-1024x437.png\" alt=\"\" class=\"wp-image-1615\" srcset=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/image-1-1024x437.png 1024w, https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/image-1-980x418.png 980w, https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/image-1-480x205.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/figure>","protected":false},"excerpt":{"rendered":"<p>Les organisations sont-elles en mesure de conduire leurs transformations avec des employ\u00e9s qui travaillent \u00e0 distance ? Avant le COVID-19, la pression impos\u00e9e par les \u00e9volutions du march\u00e9 et les avanc\u00e9es technologiques poussait les organisations \u00e0 g\u00e9rer le changement et \u00e0 prendre les d\u00e9cisions rapidement. La pand\u00e9mie du COVID-19 a consid\u00e9rablement intensifi\u00e9 cette pression. Les [&hellip;]<\/p>","protected":false},"author":4,"featured_media":1612,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","_mi_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[18],"tags":[79,53,36,35,25,28],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.3 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Agilit\u00e9 \u00e0 l&#039;heure du COVID-19 : Faire \u00e9voluer le mod\u00e8le op\u00e9rationnel \u00e0 l&#039;\u00e8re des turbulences - AZARA Consulting<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/azara.ma\/en\/agilite-a-lheure-du-covid-19-faire-evoluer-le-modele-operationnel-a-lere-des-turbulences\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Agilit\u00e9 \u00e0 l&#039;heure du COVID-19 : Faire \u00e9voluer le mod\u00e8le op\u00e9rationnel \u00e0 l&#039;\u00e8re des turbulences - AZARA Consulting\" \/>\n<meta property=\"og:description\" content=\"Les organisations sont-elles en mesure de conduire leurs transformations avec des employ\u00e9s qui travaillent \u00e0 distance ? Avant le COVID-19, la pression impos\u00e9e par les \u00e9volutions du march\u00e9 et les avanc\u00e9es technologiques poussait les organisations \u00e0 g\u00e9rer le changement et \u00e0 prendre les d\u00e9cisions rapidement. La pand\u00e9mie du COVID-19 a consid\u00e9rablement intensifi\u00e9 cette pression. Les [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/azara.ma\/en\/agilite-a-lheure-du-covid-19-faire-evoluer-le-modele-operationnel-a-lere-des-turbulences\/\" \/>\n<meta property=\"og:site_name\" content=\"AZARA Consulting\" \/>\n<meta property=\"article:published_time\" content=\"2021-12-15T16:41:26+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2021-12-15T21:13:52+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/azara.ma\/wp-content\/uploads\/2021\/12\/remote-work1.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"480\" \/>\n\t<meta property=\"og:image:height\" content=\"640\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"H. 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